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Knowledge Transfer: Methods, Challenges, and Practices

This article explores various methods of knowledge acquisition and transfer, types of knowledge, challenges faced in knowledge transfer, and the process and practices involved in successful knowledge transfer within organizations.

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Knowledge Transfer: Methods, Challenges, and Practices

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  1. Knowledge Acquisition and Transfer

  2. Methods of Obtaining Knowledge • Reason or Logic • Modeling • Observation/Experimentation • Testimony • Authority • Revelation

  3. Types of Knowledge • Embrained knowledge • dependent on conceptual skills and cognitive abilities. • practical, high-level knowledge, where objectives are met through perpetual recognition and revamping. • Tacit knowledge may also be embrained, even though it is mainly subconscious. • Embodied knowledge • action oriented and consists of contextual practices. • social acquisition, as how • individuals interact in and interpret their environment creates this non-explicit type of knowledge. • Encultured knowledge • process of achieving shared understandings through socialization and acculturation. • Language and negotiation. • Embedded knowledge • explicit and resides within systematic routines. • relationships between roles, technologies, formal procedures and emergent routines within a complex system. • Encoded knowledge • information that is conveyed in signs and symbols (books, manuals, data bases) • decontextualized into codes of practice. • deals more with the transmission, storage and interrogation of knowledge.

  4. Challenges in Knowledge Transfer • Inability to recognize & articulate tacit knowledge idea (Nonaka & Takeuchi 1995) • Geography or distance (Gailbraith 1990) • Limitations of ICTs (Roberts 2000) • Lack of a shared/superordinate social identity (Kane, Argote, & Levine 2005) • Language • Areas of expertise • Internal conflicts (eg. professional territoriality, Union-management relations ) • Generational differences • Incentives • The use of visual representations to transfer knowledge (knowledge visualization) • Problems with sharing beliefs, assumptions, heuristics and cultural norms. • Previous exposure or experience with something. • Faulty information and Misconceptions • Organizational culture non-conducive to knowledge sharing (the "Knowledge is power" culture) • Motivational issues • Lack of trust

  5. Knowledge Transfer Process • Identifying the knowledge holders within the organization • Motivating them to share • Designing a sharing mechanism to facilitate the transfer • Executing the transfer plan • Measuring to ensure the transfer • Applying the knowledge transferred

  6. Knowledge Transfer Practices • Mentoring • Guided experience • Simulation • Guided experimentation • Work shadowing • Paired work • Communities of practice • Narrative transfer

  7. Modes of Knowledge Creation Tacit Knowledge Explicit Knowledge To Tacit Knowledge From Explicit Knowledge

  8. Work-based learning Theory Practice Reflection

  9. Spiral of Organizational Knowledge Creation Externalization Combination Explicit Knowledge Tacit Knowledge Socialization Internalization Individual Group Organization Inter-organization Knowledge Level

  10. Individual Level Work-Based Learning KNOWLEDGE LExplicit Tacit E ATheory R N IPractice N G

  11. Collective Level Work-Based Learning KNOWLEDGE LExplicit Tacit E ATheory R N I NPractice G

  12. ORGANIZATIONAL CULTURE (Schein, 1985) • Artifacts • Espoused Values • Underlying Assumptions

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