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.

The Knowledge Transfer Process

2009 ◽  
pp. 1622-1637
Author(s):  
M. Millie Kwan ◽  
Pak-Keung Cheung
Keyword(s):  
Knowledge Transfer ◽  
Transfer Process ◽  
Process Model ◽  
Current Knowledge ◽  
Empirical Studies ◽  
Product Line ◽  
Management Tools ◽  
The Individual ◽  
Knowledge Management Tools ◽  
Group Product

Knowledge transfer in an organization is the process through which one unit (e.g., group, department, or division) is affected by the experience of another. Yet, experience has shown that transferring knowledge, whether at the individual, group, product line, department, or division level, is usually a laborious, time-consuming, and difficult task. In this article, we review 20 recent empirical studies on knowledge transfer and suggest a fourstage process model to summarize and organize their findings. This resulted in a framework where determinants for success at each stage of the knowledge transfer process are defined. Based on this knowledge transfer framework, we propose a knowledge transfer management system that integrates current knowledge management tools and technologies to support the needs at different stages of the knowledge transfer process.

A Model to Reduce the Risk of Projects Guided by the Knowledge Management Process

2020 ◽  
pp. 86-101
Author(s):  
Menaouer Brahami ◽  
Nada Matta
Keyword(s):  
Risk Management ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Management Process ◽  
Information Revolution ◽  
New Model ◽  
Useful Knowledge ◽  
Risk Management Process ◽  
Strategic Issue

Knowledge plays a key role in the information revolution. Major challenges are to select the information from numerous sources and transform it into useful knowledge. In this context and in an economy strongly focused on the “Knowledge”, take the turn of knowledge management becomes a strategic issue for the survival of organizations. However, the research in knowledge management focuses mainly on the creation, capitalization, and knowledge transfer process. Researchers are centered on the establishment of the knowledge management process in companies, but little about interaction between the knowledge management process and the risk management process. In this article, the authors propose a new model to reduce the risk of projects guided by the knowledge management process represented by the GAMETH method. They apply their approach to ammonia industry presented by the FERTIAL (Algerian-Spanish company).

A Model to Reduce the Risk of Projects Guided by the Knowledge Management Process

2018 ◽  
Vol 10 (2) ◽  
pp. 36-52 ◽  
Author(s):  
Menaouer Brahami ◽  
Nada Matta
Keyword(s):  
Risk Management ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Management Process ◽  
Information Revolution ◽  
New Model ◽  
Useful Knowledge ◽  
Risk Management Process ◽  
Strategic Issue

Knowledge plays a key role in the information revolution. Major challenges are to select the information from numerous sources and transform it into useful knowledge. In this context and in an economy strongly focused on the “Knowledge”, take the turn of knowledge management becomes a strategic issue for the survival of organizations. However, the research in knowledge management focuses mainly on the creation, capitalization, and knowledge transfer process. Researchers are centered on the establishment of the knowledge management process in companies, but little about interaction between the knowledge management process and the risk management process. In this article, the authors propose a new model to reduce the risk of projects guided by the knowledge management process represented by the GAMETH method. They apply their approach to ammonia industry presented by the FERTIAL (Algerian-Spanish company).

scholarly journals Knowledge Continuity Management Process In Organizations

2011 ◽  
Vol 4 (3) ◽  
Author(s):  
Veli Denizhan Kalkan
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Current Literature ◽  
Transfer Process ◽  
Business Continuity ◽  
Management Process ◽  
Font Size ◽  
Managerial Implications

<p><span style="font-family: &quot;Verdana&quot;,&quot;sans-serif&quot;; color: black; font-size: 6.5pt;">Current literature on knowledge management generally treats knowledge transfer as a process being realized within the same employee generation; among current employees.<span style="mso-spacerun: yes;">&nbsp; </span>Knowledge transfer between employee generations, from current employees to successor employees, is largely ignored.<span style="mso-spacerun: yes;">&nbsp; </span>The neglected process, called as knowledge continuity management, is vital for the firm&rsquo;s survival and competitiveness. Concentrating on the process of knowledge continuity management, this paper illustrates the importance of knowledge continuity within the integrity of knowledge transfer and business continuity.<span style="mso-spacerun: yes;">&nbsp; </span>It also discusses the theoretical and managerial implications of this neglected, however challenging, dimension of knowledge transfer process.</span><span style="font-size: 6.5pt;"></span></p>

scholarly journals Validation as the Integral Part of a Knowledge Management Process

10.28945/2399 ◽  
2001 ◽  
Author(s):  
Maria A. Mach ◽  
Mieczyslaw L. Owoc
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Interdisciplinary Approach ◽  
The Other ◽  
Management Process ◽  
Theoretical Concepts ◽  
Whole Process ◽  
New Concepts ◽  
Organisational Knowledge ◽  
Knowledge Validation

Observing new concepts in information technology, we pay attention to its impact on more effective supporting human and organisational knowledge. Knowledge management (KM) is one of such promising and intriguing concepts. Its goals and infrastructures are defined in different ways, therefore interdisciplinary approach seems to be useful. We have presented a short survey of theoretical concepts in management, marketing and decision theory, which were adapted by the theory of KM. On the other hand, knowledge validation (KV), defined as two procedures: verification and evaluation any form of knowledge, is aimed on assuring its quality. The paper discusses the crucial interrelationships between knowledge validation and management. The main goal of this work is positioning KV activities in the context of knowledge management process, emphasising usability of KV techniques during the whole process.

Knowledge Management Processes in Enterprise Systems

2013 ◽  
pp. 160-181
Author(s):  
Razatulshima Ghazali ◽  
Nor Hidayati Zakaria
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Literature Review ◽  
Systematic Literature Review ◽  
Empirical Studies ◽  
Enterprise Systems ◽  
Journal Articles ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Conference Papers

Activities related to Enterprise Systems (ES) are knowledge-intensive tasks, and the management of ES-related knowledge has received much attention in the Knowledge Management (KM) field. A systematic literature review of empirical studies of KM processes in the ES lifecycle identifies the KM processes most widely explored and the ES-related knowledge most often addressed. From 350 relevant book chapters, journal articles, and conference papers, 49 papers discuss KM processes in the ES lifecycle. The KM process that appears most often in studies of KM in the ES context is knowledge transfer/sharing. The type of ES-related knowledge most often studied in the literature is knowledge of the client organization.

Knowledge Management in Hospitals

2005 ◽  
pp. 14-28 ◽  
Author(s):  
Kevin C. Desouza
Keyword(s):  
Knowledge Management ◽  
Process Model ◽  
Lower Cost ◽  
Quality Of Healthcare ◽  
Management Process ◽  
Healthcare Organizations ◽  
Medical Field

The medical field in recent years has been facing increasing pressures for lower cost and increased quality of healthcare. These two pressures are forcing dramatic changes throughout the industry. Managing knowledge in healthcare enterprises is hence crucial for optimal achievement of lowered cost of services with higher quality. The following chapter focuses on developing and fostering a knowledge management process model. We then look at key barriers for healthcare organizations to cross in order to fully manage knowledge.

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.

KNOWLEDGE MANAGEMENT ROUTINES FOR INNOVATION PROJECTS: DEVELOPING A HIERARCHICAL PROCESS MODEL

2003 ◽  
Vol 07 (01) ◽  
pp. 27-49 ◽  
Author(s):  
DAVID TRANFIELD ◽  
MALCOLM YOUNG ◽  
DAVID PARTINGTON ◽  
JOHN BESSANT ◽  
JONATHAN SAPSED
Keyword(s):  
Knowledge Management ◽  
Process Model ◽  
Incremental Innovation ◽  
Successful Management ◽  
Three Phase ◽  
Organisational Knowledge ◽  
Innovation Projects ◽  
High Level ◽  
Business Sectors ◽  
Practical Implications

In this paper we use the literature on knowledge management and innovation, together with empirical data, to develop a process model for knowledge management routines in the context of innovation projects. First we develop a high-level conceptualisation from the literature, the model characterising knowledge management as consisting of three distinct phases: Discovery, Realisation and Nurture. We then expand this three phase perspective into a model of generic knowledge management routines, reporting four contrasting, exemplar cases from a wide ranging study across business sectors. Using the notions of radical and incremental innovation in both products and processes we illustrate how the three high-level phases may be further expanded into a more detailed conceptualisation of the knowledge management process. This comprises eight generic routines: Search, Capture, Articulate, Contextualise, Apply, Evaluate, Support and Re-innovate. We derive a new description of knowledge management and discuss the practical implications of the model, including the opportunities which exist for cross-sector learning between organisations which are superficially dissimilar. We conclude that the successful management of organisational knowledge in the context of innovation requires attention to be paid to all eight generic routines and to the influence of enablers and blockers operating both inside and outside the framework of routines.

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