Knowledge Transfer in Organizations: Learning from the Experience of Others

Argote, Linda; Ingram, Paul; Levine, John M.; Moreland, Richard L.

doi:10.1006/obhd.2000.2883

Cited by 651 publications

(341 citation statements)

References 36 publications

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“…Many studies have shown that selecting the best talent in the market cannot guarantee knowledge sharing. Rather, gaining commitment from both the source and recipient of knowledge in a knowledge sharing arrangement should be the focus [7], [23], [29]. Furthermore, the social skill of having the propensity to share and develop is another important issue behind effective knowledge transfer and management.…”

Section: A Recruitment and Selectingmentioning

confidence: 99%

Employees’ Turnover, Knowledge Management and Human Recourse Management: A Case of Nitaqat Program

Alshanbri¹,

Khalfan²,

Noor³

et al. 2015

IJSSH

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Abstract-Employee turnover as a term and its sources have been introduced and conducted in several studies in the past few decades. The lost knowledge as a result of this turnover on a large scale as a" country scale" is the topic that will be discussed and presented in this paper. Nitaqat as a localization program that have been forced by the Saudi ministry of Labour has caused a huge cases of employees turnover. Due that turnover, the knowledge retention has been affected. This paper examines the employee turnover sources, its effects and forwards a suggested strategy that linked to HRM on how to minimize the lost knowledge that caused by the localization program Nitaqat.

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Section: A Recruitment and Selectingmentioning

confidence: 99%

Employees’ Turnover, Knowledge Management and Human Recourse Management: A Case of Nitaqat Program

Alshanbri¹,

Khalfan²,

Noor³

et al. 2015

IJSSH

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“…Fundamentally, knowledge flows depend on human interactions and people"s abilities to transfer knowledge Argote, Ingram, Levine, & Moreland, 2000;Argote, McEvily, & Reagans, 2003;Noorderhaven & Harzing, 2009): it is not units as such that exchange knowledge, but individuals within those units. Previous studies that examined MNC knowledge flows from the perspective of the individual focused for example on expatriates (Bonache & Zárraga-Oberty, 2008;Crowne, 2009;Engelhard & Nägele, 2003;Hocking, Brown, & Harzing, 2004, 2007Lazarova & Tarique, 2005), knowledge workers (Sunaoshi, Kotabe, & Murray, 2005) or general knowledge sourcing efforts within MNCs (Teigland & Wasko, 2009).…”

Section: Mnc Knowledge Flows At the Individual-level: The Central Rolmentioning

confidence: 99%

Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

Tippmann

Scott²,

Mangematin

2014

Journal of World Business

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Knowledge flows are a key source of advantage for multinational corporations (MNCs). As research on subsidiary knowledge flows to date has mostly focused on organization-level investigations, often using quantitative methodologies, the nuances of knowledge flows practices and their micro-foundations require further theoretical development. Using detailed qualitative data on 40 cases of subsidiary managers" knowledge mobilizations, this paper unravels some of the micro-level practices of knowledge mobilizationsin MNCs. We find that subsidiary manager"s knowledge mobilization practices initiate a complex pattern of subsidiary knowledge inflows, pinpointing the significance of lateral and bottom up exchanges (locally as well as internationally)and the emergent nature of utilizing practices, specialist skills and expertise, as well as experience and advice to develop solutions. We use these insights to distinguish between two types of subsidiary knowledge flows: deliberate and emergent knowledge flows and highlight how their differences have profound implications for the investigation of subsidiary and MNC knowledge flows and their microfoundations.

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“…Thus, knowledge transfer provides the basis for the organizations' competitive advantage (Kumar & Ganesh, 2009;Wong & Aspinwall, 2004;. Argote, Ingram, Levine and Moreland (2000) indicate that organizations that are able to transfer knowledge effectively from one unit to another, are more productive and more likely to survive than organizations that are less effective to knowledge transfer. Thus, it is crucial to ensure performance and sustainable growth (Brachos, Kostopoulos, Soderquist & Prastacos, 2007;Zack, McKeen & Singh, 2009;Chirico, Sirmon, Sciascia & Mazzola, 2011).…”

Section: Knowledge Transfer In Family Businessesmentioning

confidence: 99%

Study of factors influencing knowledge transfer in family firms

Martínez

Galván

Palacios

2013

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Purpose: We propose in this paper to analyze what are the factors that influence knowledge transfer both intra and intergenerational in family firms. The main objective is to establish a framework that can be used later in empirical research, although we maintain a completely theoretical approach in this paper Design/methodology/approach: This study, which is a comprehensive framework characterized the knowledge transfer literature in family firms in terms of the factors influencing them, was developed by an extensive literature review. Findings:Based on an extensive literature review, we conclude that knowledge is best transferred when family members value the following factors: trust between family members, commitment to the family business, intergenerational relationships, intragenerational relationships, psychological ownership of the family business, successor's aspects and training, predecessor involvement in the successor training, organizational culture and relationships with Family Business Associations. Research limitations/implications:The study demonstrates the extensiveness and variety of knowledge transfer research. However there is not the same situation in family firms' field. For academics, these different factors can be used as a map for future empirical studies. Originality/value:There is a notable lack of research into knowledge practices in -1216-Intangible Capital -http://dx.doi.org/10.3926/ic.405 small and medium-sized enterprises and especially in family firms. Besides, there is a gap in the understanding of an effective way to transfer these resources across generations; actually, existing studies on knowledge management in family businesses are scarce. The main value of our paper is to fill out partially this gap.

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Knowledge Transfer in Organizations: Learning from the Experience of Others

Cited by 651 publications

References 36 publications

Employees’ Turnover, Knowledge Management and Human Recourse Management: A Case of Nitaqat Program

Employees’ Turnover, Knowledge Management and Human Recourse Management: A Case of Nitaqat Program

Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows

Study of factors influencing knowledge transfer in family firms

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