Whose Knowledge? What Transfer?
2010 ◽
Vol 33
(1)
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pp. 4-7
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The article is a written version of an invited plenary on knowledge transfer for medical practitioners and researchers in Alberta, Canada. The heart of it, as presented and as written here, is that “knowledge transfer” needs to be thought of as knowledge from front line organizational staff and clients transferred to leadership that controls resources and regulations. The argument is based on three cases from health-related settings. The conclusion is that a mix of ethnography and complexity theory can serve as a kind of short-term “clinical” intervention into an organization, but that long-term structural change is required and that is usually more problematic in social services than in the private sector.
2014 ◽
Vol 109
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pp. S518
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2004 ◽
Vol 89
(9)
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pp. 836-841
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