Transnational Knowledge Transfer

2010 ◽  
pp. 1512-1524
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Ample Evidence ◽  
Factors Affecting ◽  
Critical Part ◽  
Complex Process ◽  
Organisational Knowledge ◽  
The World ◽  
Cross Country ◽  
Insight Into

As the world becomes a globalised economic network, cross-country knowledge transfer is an emerging phenomenon. It happens not only through Multi-National Corporations (MNC) or joint ventures, but also in dispersed organizations or individuals. Knowledge transfer is a critical part of knowledge management and is a complex process that is affected by many factors. Research into knowledge sharing and transfer within an organisation (intra) and between organisations (inter) has produced useful insight into the process and the model of effective knowledge transfer, and the factors affecting such a process. Knowledge transfer across different countries – refers to transnational knowledge transfer (TKT) thereafter, has emerged as a new domain of knowledge management that attracted many researchers. However, the findings on TKT are disproportionate comparing to ample evidence on intra and inter organisational knowledge transfer. It is anticipated that TKT has its own unique features and cannot be simply classified as one of the commonly accepted knowledge transfer categorizations. Therefore, specific attention should be paid to examine knowledge transfer in a cross-country context.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

Determinants of Women's Entrepreneurial Attitude Across European Cultures

2019 ◽  
pp. 63-78 ◽  
Author(s):  
Denis Hyams-Ssekasi ◽  
Adelina Stefan ◽  
Frederick Agboma ◽  
Naresh Kumar
Keyword(s):  
Economic Growth ◽  
Factors Affecting ◽  
Interesting Issue ◽  
Entrepreneurial Attitudes ◽  
European Culture ◽  
The World ◽  
Gender Based ◽  
Traditional Masculinity ◽  
Different Cultures ◽  
Insight Into

This chapter explores the factors affecting women entrepreneurial attitudes across a range of European cultures. It acknowledges that women's socio-cultural profile across Europe has become an interesting issue to consider. The findings show that getting an insight into the world of women entrepreneurs helps us to understand their roles, expectations, and the factors that influence their entrepreneurial attitudes across different cultures. In addition, gender-based differences and stereotypes are noted as prevalent in the enterprise and entrepreneurship. Despite the challenges, this chapter indicates the women's success in business ventures and why they are perceived as entrepreneurs operating in a European culture. This chapter concludes by calling for a change from the traditional masculinity and femininity validation to the modern perception of women entrepreneurship as the way for innovation and economic growth.

scholarly journals Exploring Causes, Taxonomies, Mechanisms and Barriers Influencing Knowledge Transfer

2016 ◽  
Vol 29 (1) ◽  
pp. 39-56 ◽  
Author(s):  
Sheikh Shamim Hasnain ◽  
Sajjad M. Jasimuddin ◽  
Nerys Fuller-Love
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Qualitative Data ◽  
Policy Makers ◽  
Types Of Knowledge ◽  
Analysis Technique ◽  
The World ◽  
Management Literature ◽  
Different Types ◽  
Transfer Mechanisms

Knowledge transfer is one of the significant elements in the knowledge management process. Knowledge transferors share different types of knowledge with the recipients with a view to fulfilling the latter's knowledge needs. The importance of identifying the appropriate knowledge transfer mechanisms and the barriers to knowledge transfer are paramount. However, neither the knowledge management literature nor the NGO-sector literature has adequately addressed the issues of causes of knowledge transfer, taxonomies of knowledge, mechanisms and barriers of knowledge transfer in comprehensive way in the context of the Bangladeshi NGO sector. The highest number of NGOs in the world is deployed in Bangladesh. Little is known about such transfer within the NGO context based in Bangladesh. This paper makes an endeavour to bridge these grey areas of knowledge management and NGO-sector. Having collected the qualitative data from Bangladeshi NGOs and using the content analysis technique, the study identified the causes of knowledge transfer, taxonomies of knowledge, mechanisms of knowledge transfer and the barriers to knowledge transfer in the context of Bangladesh. By understanding the mechanisms and the determinants of knowledge transfer, company and NGO managers and public policy makers can influence knowledge transfer more effectively. Future researchers may extend this study by carrying out similar research in a different context.

scholarly journals The Mediating Effect of Knowledge Transfer in Construction Project

2019 ◽  
Vol 8 (10) ◽  
pp. 2412-2416
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Construction Projects ◽  
Management Practices ◽  
Project Performance ◽  
Mediating Effect ◽  
Public Project ◽  
Factors Affecting ◽  
Public Projects ◽  
And Performance

The construction industry is a competitive high-risk industry with an unprecedented uncertainties in technology, budget, and development processes. It has become more dynamic in nature and the execution of projects have become more complex and difficult to manage. The need then evolved to develop a framework for project performance. This study investigates the factors affecting the project success and performance using a knowledge and resource-based approach. Data was collected from project managers, civil engineers, site managers, and architects. A total of 221 responses were collected. The data analysis was conducted using SPSS and Smart PLS. This results from this investigation revealed that knowledge transfer does not mediate the effect of strategic factors or employee factors on the project performance of Iraqi public construction projects. This finding indicated that the role of knowledge practices in Iraqi public project is still not matured. Top management are advised to effectively implement the knowledge management practices in public projects. Implementing knowledge management will avoid the organization the cost of repeating the same mistakes. Thus, it was concluded in this study that knowledge transfer is still in its infancy and currently it has no mediating effect between the variables of this study.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 641-648
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 239-245 ◽  
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

A Question of Participation – Disengagement from the Extremist Right: A case study from Sweden

2015 ◽  
Author(s):  
◽  
Tina Wilchen Christensen
Keyword(s):  
Right Wing ◽  
Complex Process ◽  
Therapeutic Dialogue ◽  
Need Support ◽  
The World ◽  
Societal Context ◽  
The Subject ◽  
Extremist Group ◽  
Insight Into

Radicalisation, extremism and terrorism take places as responses to a broader societal context of macro social and political moves, both nationally and internationally. Engaging in an extremist group makes an individual changes, because he or she creates an identity relevant to the world of the particular group he or she is involved in. This causes some to need support after they disengage in order to deradicalise and develop new social skills and identities. The complex process that follows their disengagement into the development of an alternative identity is the subject of this thesis. Several studies focus on the conditions under which individuals involved in terrorism disengage, providing insight into exit programmes and the need for them, as well as discuss the different approaches used in a rehabilitation effort of (former) terrorists or extremists. This study moves a step further as the thesis adds insight into individuals’ disengagement and deradicalisation processes, by investigating the ways in which participation and social interaction embedded in the Swedish exit programme cause individuals to alter their identity. It thus provides a detailed analysis of the demanding psychological process, which former extremists go through, supported by the exit programme after they have left an extremist group. The study is anthropological and based on fieldwork carried out at EXIT, a Swedish organisation providing support to individuals seeking to leave the extremist right. EXIT uses former right-wing extremists as mentors, who, based on therapeutic dialogue and activities, support their mentees - right-wing extremists wanting to leave the extremist right - in developing alternative world views, ways of self-understanding and identities.

scholarly journals Managing Human Capital: How to Use Knowledge Management to Transfer Knowledge in Today’s Multi-Generational Workforce

2010 ◽  
Vol 3 (3) ◽  
pp. 77 ◽  
Author(s):  
Roxanne Helm Stevens
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Exploratory Study ◽  
Design Knowledge ◽  
Generational Diversity ◽  
Transfer Strategies ◽  
Insight Into

The purpose of this exploratory study is to examine knowledge transfer strategies within the framework of a multi-generational workforce. It is common to consider different generational perspectives in the workplace and its impact on knowledge management and transfer strategy. This research compares differences in workforce generations and examines different methods to pass knowledge cross-generationally. Companies must design knowledge transfer strategies conducive to multi-generational workforce dynamics keeping in mind the generational diversity that exists in the workplace. The present study endeavors to provide insight into this issue.

scholarly journals The Role of Contextual Factors in Knowledge Transfer in Transactional Projects

2018 ◽  
Vol 14 ◽  
pp. 3301-3315
Author(s):  
FARIBA Shoeleh ◽  
Mahmoud Golabchi ◽  
Siamak Haji yakhchali
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Conceptual Framework ◽  
Contextual Factors ◽  
Synthesis Method ◽  
Factors Affecting ◽  
Geographically Dispersed ◽  
Management Processes ◽  
Open Coding ◽  
National Boundaries

Nowadays, with a significant growth in the number of organizations, they seeks to increase their competitive advantages as much as possible. One of the effective approaches is knowledge management, through which organizations try to reuse the experiences and knowledge created in their previous projects. Today, many projects are carried out by forces from other nationalities, in which each participating organization operates within complex national, organizational, and information contexts. So, knowledge is transferred between geographically dispersed individuals and organizations, and across cultural and national boundaries. Given these conditions, knowledge management processes, especially the transfer and acquisition of knowledge, are very important. The purpose of the present study is to design a conceptual framework of the contextual factors affecting the knowledge transfer in transnational projects using meta-synthesis method. For this purpose, firstly the previous research has been studied and interpreted the factors which are effective in transferring knowledge from different sources and then analyzed them using the open coding method to propose a conceptual framework

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