The Concept Knowledge Transfer - Essay Example

Introduction This paper is a literature review that critiques the concept of knowledge transfer and how it operates in reality. To this end, the paper will evaluate and analyse authoritative sources and groundbreaking definitions from secondary sources, relevant to the concept under review. Conceptual Framework Learning is about acquiring new knowledge and knowledge transfer refers to the way members of an organisation acquire knew knowledge[Cap13]. Other writers argue that knowledge transfer is an essential and central part of knowledge management in organisation and this has to do with the way and manner through which members of the firm collectively learn and upgrade their understanding of various ideas and skills[Sie14]. Knowledge management therefore defines what is important and vital and enables a firm to create a knowledge transfer system that ensures that workers acquire that grasp of the knowledge and understand how to apply it for improved results[Tyr12]. This implies that knowledge transfer is a system through which workers are given guided knowledge upgrade and made to become more productive in their capacities within an organisation. Knowledge Transfer and Competitiveness Many authoritative writers in the field of human resource management argue that human capital is a tool for competitive advantage and the ability to improve human capital through knowledge transfer ensures a firm remains a leader in the industry[Arm122]. Linda Argote and Paul Ingram in their preliminary study also stated that the creation and transfer of knowledge is the basis of competitive advantage in firms. In building on this premise, they go further to investigate the various facades of knowledge transfer. Knowledge transfer is done on the level of a unit in an organisation in the collective sense and also done on an individual basis[Arg00]. For all practical purposes and to attain effectiveness, Argote and Ingram argue that there is the need for firms to identify “reservoirs” of knowledge in organisations to better focus their efforts and also optimise their resources in knowledge transfers. Through this, they can define the real needs of that unit and streamline it with the overall strategic objectives of the firm. This brings about better results and enhances the planning process and implementation of knowledge transfer activities. The creation and definition of knowledge reservoirs leads to member-member networks and member-task networks that gives significance and meanings to knowledge and its essence in making a firm competitive in outlook. With that background, a firm can streamline its affairs to impart knowledge and also make the best of the knowledge transferred to staff members in their operations. Once reservoirs of knowledge is defined in a firm, knowledge can be literally “moved” and a firm’s activities can be done in order to train people and also evaluate the impact of the training in relation to individual interaction and unit-to-unit interactions. This should be compared to the overall organisational strategic goals and objectives. Goh on the other hand views the transfer of knowledge in the context of adding economic metrics and guidelines to the transfer and measure of knowledge. This involves the creation of a framework through which knowledge can be modified and transferred for optimal ends to be attained[Goh02] The Knowledge Transfer Process Szulanski identified four main variables that defined the knowledge transfer process in organisations and this included: 1. Source of knowledge 2. Recipient of knowledge 3. The context 4. The knowledge itself[Szu00]. These factors define the way through which an organisation will structure its knowledge management process and implement it. This is based on the strategic needs of a firm, the perception of the opportunity to transfer, reliability of the transfer process and the realities of imparting and absorbing the knowledge by the employees of the firm[Szu00]. Another variable that defines the knowledge transfer process is the risk of losing the knowledge to external organisations and entities. As identified above, knowledge transfer is a source of competitive advantage. It is natural that when this knowledge leaks to other firms, they could utilise it to their strategic advantage. Therefore, Argote and Ingram argue that there must be various limits in the reservoir of knowledge transfer to ensure that selection, socialisation, training and communication systems and processes of an organisation prevents the leakage of information to third party firms[Arg00]. Effective Knowledge Transfer In order to attain optimum results, there is the need for knowledge transfer to be done in the context through which all variables are put in the right frame for the best results. The relevant variables include: leadership, problem-solving/seeking behaviours, support structures, absorptive and retentive capacity and the realistic definition types of knowledge in knowledge transfer[Goh02]. This should be done in such a way that the organisation will be one that transfers knowledge and is positioned as a learning organisation where people are put in a situation whereby they have to upgrade their knowledge regularly through conscious and unconscious processes, procedures and systems. This is because knowledge and competency structures require the organisation to create the right structures that will provoke questioning and enquiry. Through this, the members of the organisation will learn through gaining support and direction on how things are to be done and how they are actually done. This upgrades the knowledge base of workers and improves their ability and understanding of important aspects relevant to the success of the organisation. Conclusion Knowledge transfer is a system through which firms manage the improvement of the competencies of their workers and get workers to learn and development their competencies. Knowledge management is part of human capital, which is seen as an asset for the attainment of competitive advantage. Knowledge transfer is managed by integrating it into the strategic framework of the firm and also presenting it in a way and manner that will bring the best level of results. Other writers like Goh identify that knowledge transfer is most effective if it is done in a framework of proactive learning and relearning. Bibliography Cap13: , (Capasso, Dagnino, & Lanza, 2013), Sie14: , (Siegfried, 2014), Tyr12: , (Tyron, 2012), Arm122: , (Armstrong, 2012), Arg00: , (Argote & Ingram, 2000), Goh02: , (Goh, 2002), Szu00: , (Szulanski, 2000), Read More