Knowledge Communication

2010 ◽  
pp. 515-526 ◽  
Author(s):  
M.J. Eppler
Keyword(s):  
Decision Making ◽  
Knowledge Transfer ◽  
Interpersonal Communication ◽  
Professional Knowledge ◽  
Decision Makers ◽  
High Quality ◽  
Organizational Action ◽  
Effective Transfer ◽  
Quality Decision ◽  
Knowledge Communication

Communicating professional knowledge is a key activity for today’s specialized workforce. The efficient and effective transfer of experiences, insights, and know-how among different experts and decision makers is a prerequisite for high-quality decision making and coordinated, organizational action (Straub & Karahanna, 1998). Situations of such deliberate (interfunctional) knowledge transfer through interpersonal communication or group conversations (Gratton & Goshal, 2002) can be found in many business constellations, as the following typical examples illustrate:

Knowledge Communication

2011 ◽  
pp. 324-335
Author(s):  
Martin J. Eppler
Keyword(s):  
Decision Making ◽  
Knowledge Transfer ◽  
Interpersonal Communication ◽  
Professional Knowledge ◽  
Decision Makers ◽  
High Quality ◽  
Organizational Action ◽  
Effective Transfer ◽  
Quality Decision ◽  
Knowledge Communication

Communicating professional knowledge is a key activity for today’s specialized workforce. The efficient and effective transfer of experiences, insights, and know-how among different experts and decision makers is a prerequisite for high-quality decision making and coordinated, organizational action (Straub & Karahanna, 1998). Situations of such deliberate (interfunctional) knowledge transfer through interpersonal communication or group conversations (Gratton & Goshal, 2002) can be found in many business constellations, as the following typical examples illustrate:

Knowledge Communication

2011 ◽  
pp. 317-325 ◽  
Author(s):  
M.J. Eppler
Keyword(s):  
Decision Making ◽  
Knowledge Transfer ◽  
Interpersonal Communication ◽  
Professional Knowledge ◽  
Decision Makers ◽  
High Quality ◽  
Organizational Action ◽  
Effective Transfer ◽  
Quality Decision ◽  
Knowledge Communication

Communicating professional knowledge is a key activity for today’s specialized workforce. The efficient and effective transfer of experiences, insights, and know-how among different experts and decision makers is a prerequisite for high-quality decision making and coordinated, organizational action (Straub & Karahanna, 1998). Situations of such deliberate (interfunctional) knowledge transfer through interpersonal communication or group conversations (Gratton & Goshal, 2002) can be found in many business constellations, as the following typical examples illustrate:

scholarly journals Research use at the Ministry of Health in Burkina Faso: the decision-makers’ perspective

2021 ◽  
Vol 2 (1) ◽  
Author(s):  
Christian Dagenais
Keyword(s):  
Decision Making ◽  
Knowledge Transfer ◽  
Burkina Faso ◽  
Informed Decision ◽  
Communication Strategy ◽  
Decision Makers ◽  
Research Use ◽  
Informed Decision Making ◽  
Ministry Of Health ◽  
Policy Makers

Abstract Background Despite the increased emphasis placed on the use of evidence for policy development, relatively few initiatives have been developed to support evidence-informed decision-making, especially in West Africa. Moreover, studies examining the conditions under which policy-makers use research-based evidence are still scarce, but they show that their attitudes and opinions about research are one of the main determinants of such use. In February 2017, Burkina Faso’s Minister of Health planned to create a unit to promote evidence-informed decision-making within the ministry. Before the unit was set up, documenting the attitudes towards research at the highest levels of his Ministry appeared profitable to the unit’s planning. Method Individual interviews were conducted by the author with 14 actors positioned to consider evidence during decision-making from the Burkina Faso’s Minister of health cabinet. An interview grid was used to explore several themes such as attitudes towards research, obstacles and facilitators to research use, example of research use in decision-making and finally, ways to increase decision-makers’ participation in knowledge transfer activities. Interviews were partially transcribed and analysed by the author. Results The results show a mixed attitude towards research and relatively little indication of research use reported by respondents. Important obstacles were identified: evidence inaccessibility, lack of implementation guidelines, absence of clear communication strategy and studies’ lack of relevance for decision-making. Many suggestions were proposed such as raising awareness, improving access and research communication and prioritizing interactions with researchers. Respondents agree with the low participation of decision-makers in knowledge transfer activities: more leadership from the senior officials was suggested and greater awareness of the importance of their presence. Conclusions The conclusion presents avenues for reflection and action to increase the potential impact of the knowledge transfer unit planned within the Ministry of Health of Burkina Faso. This innovative initiative will be impactful if the obstacles identified in this study and policy-makers’ preferences and needs are taken into account during its development and implementation.

The post-normal sciences of precaution

2005 ◽  
Vol 52 (6) ◽  
pp. 11-17 ◽  
Author(s):  
J. Ravetz
Keyword(s):  
Environmental Management ◽  
Decision Making ◽  
Corporate Control ◽  
Applied Science ◽  
Normal Science ◽  
High Quality ◽  
Puzzle Solving ◽  
Peer Community ◽  
Quality Decision

After centuries of optimism, science has become problematic and compromised. We can no longer assume that innovations are safe until proven dangerous. The ‘technocratic’ approach to science, with its reductionist methodology and its corporate control, is no longer appropriate. We need a ‘precautionary’ science that will be ‘post-normal’ in character. For this, we contrast ‘applied science,’ like the ‘puzzle-solving’ of Kuhn's ‘normal science’ and the ‘professional consultancy’ like the practice of the surgeon or engineer. Rather, we have a situation where ‘facts are uncertain, values in dispute, stakes high, and decisions urgent.’ For high-quality decision-making, we need an ‘extended peer community’ who will bring their ‘extended facts’ to the dialogue. There are a number of initiatives that advance the post-normal programme, including the endeavours of Poul Harremoës and the conference on Uncertainty and Precaution in Environmental Management.

scholarly journals Encouraging Decision Vigilance Through Increased Accountability

2011 ◽  
Vol 9 (3) ◽  
pp. 129 ◽  
Author(s):  
Patricia M. Fandt
Keyword(s):  
Decision Making ◽  
Customer Service ◽  
Decision Makers ◽  
Organizational Setting ◽  
Course Of Action ◽  
Two Measures ◽  
Customer Service Representatives ◽  
Quality Decision ◽  
The Given

The study examines how vigilance in decision making is affected by accountability. As suggested by Janis and Mann (1977), high quality decision making is characterized by the presence of vigilance. By examining the procedures used by decision makers in selecting a course of action, it is possible to predict the quality of the given decision or course of action. In an organizational setting, 140 customer service representatives were exposed to a realistic job related decision making exercise. Using two measures of decision vigilance strategy, results indicate that decision makers in high accountability conditions use more decision vigilance than decision makers in low accountability conditions. Implications for practicing managers are suggested.

How to Market OR/MS Decision Support

2010 ◽  
Vol 1 (2) ◽  
pp. 23-36
Author(s):  
Masayuki Ueda
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Operations Research ◽  
Research Group ◽  
Research Management ◽  
Decision Makers ◽  
Quality Service ◽  
High Quality ◽  
Communication Gap ◽  
High Quality Service

This research examines what decision makers must do to utilize OR/MS decision support. The author investigates OR/MS decision support from a new viewpoint of service. Firstly, OR/MS decision support provides information to aid in decision making, and it is shown that OR/MS decision support shares characteristics with service and can be considered a kind of service. This paper analyzes OR/MS decision support from the viewpoint of what is necessary for high quality service, and the issue of a communication gap is clarified. Through analyzing preceding research in OR/MS (Operations Research/Management Science), the author discovers a communication gap between decision makers and decision supporters. Finally, the author shows that it is effective to utilize “problem specification”, which is a decision-maker friendly description of problems proposed by research group including the author, as one approach to bridge the communication gap.

scholarly journals Knowledge transfer mechanisms for effective decision-making

2014 ◽  
Vol 11 (2) ◽  
pp. 264-268
Author(s):  
Patsy Govender
Keyword(s):  
Decision Making ◽  
Knowledge Transfer ◽  
The Core ◽  
Core Components ◽  
Pertinent Information ◽  
Effective Decision ◽  
Effective Decision Making ◽  
Group Success ◽  
Quality Decision ◽  
Transfer Mechanisms

The study reflects on the core components of culture, communication, quality decision-making, mentoring and group success to indicate its enabling effect to transfer knowledge in today’s organizations that are driven to keep afloat in competitive markets. The components serve as a conduit whereby knowledge transfer occurs on a regular basis for effective decision-making. A generalized approach of the study delves into areas that are embedded in an organization’s routine functioning where the flow of knowledge is also the transfer mechanism to disseminate pertinent information in today’s ever changing work environment

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