Six tenets for developing an effective knowledge transfer strategy
| Date | 18 May 2010 |
| Pages | 153-182 |
| Published date | 18 May 2010 |
| DOI | https://doi.org/10.1108/03055721011050668 |
| Author | Stephen McLaughlin |
| Subject Matter | Information & knowledge management |
Six tenets for developing an
effective knowledge transfer
strategy
Stephen McLaughlin
School of Business and Management, University of Glasgow,
Glasgow, UK
Abstract
Purpose – The purpose of this article is to identify common traits amongst complex,
knowledge-intensive organizations in their approach to managing their core business processes in a
way that maximises knowledge transfer along these processes.
Design/methodology/approach – The research follows an empirically-based multiple case study
approach across six national/multi-national knowledge-based organizations. A core-complex process
was identified within each organization, and key employees along the respective process where
interviewed concerning the manner in which the processes were managed and modified.
Findings – Those organizations that identified their core business processes as being responsive and
flexible could be shown to adopt common traits in their approach to ensuring continued performance
related knowledge transfer. However, those that had less-responsive processes seemed to share similar
issues; failure to align their knowledge strategy to their process development and failure to engage
end-users throughout the process life cycle.
Research limitations/implications – The findings are based on a limited sample size of six
organizations, and the nature of the findings are presented in an inductive-theory building way.
Therefore, the findings are not presented as a final position, but as a starting point for further research
into complex, knowledge transfer intensive business process development and design.
Practical implications – From the findings, six tenets that all of the more successful organizations
follow.
Originality/value – Within any dynamic organization core business processes are under pressure to
perform within a constantly changing business environment. These processes can be viewed as
knowledge-pathway, therefore, it is important to understand how an organization can continue to
re-shape processes in a way that continues to support performance related knowledge transfer.
Keywords Knowledge transfer,Process management, Innovation,Supply chain management
Paper type Research paper
Introduction
The IBM Integrated Supply Chain (ISC) has in recent years experienced significant
change. Changes, which having been driven by market forces, have impacted every
aspect relating to how IBM as a corporation manages its supply chains. IBM is not
unique; supply chain considerations impact upon a great many organizations as they
attempt to find integrated solutions to complex problems (Chandra and Kumar, 2000).
However, within IBM, this transition, which has affected organizational structure and
alignment, process, and IT support, has not been without its problems. The drive to
shift from a “functional” to a “process” control alignment, as identified by Hammer et al.
(1993) and further developed by Champy (2002), has required a shift in the mindset of
the organizations employees. The ISC is not alone in facing continuous organizational
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Effective
knowledge
transfer
153
Received 8 July 2009
Revised 12 February 2010
Accepted 24 February 2010
VINE: The journal of information and
knowledge management systems
Vol. 40 No. 2, 2010
pp. 153-182
qEmerald Group Publishing Limited
0305-5728
DOI 10.1108/03055721011050668
change. Many organizations struggling with the management of complex change have
implemented re-engineering initiatives, which have failed to live up to their promises of
performance improvement (Morberg et al., 2003; Wastell et al., 1994). Organizations
need to be able to develop flexible end-to-end (E2E) processes that can be “tweaked”
and modified to meet changes in customer demand, product availability and overall
performance (Lee et al., 1997; Rajiv, 2006).
These same organizations the need to develop and control processes that support
the creation and transfer of performance related knowledge is vital to the overall
success of the business (Teece, 1998; Skyrme and Amidon, 1997). However, the
traditional functional approach, through a siloed view of process development is failing
to deliver responsive, efficient, and effective processes needed to support inter and
intra-organizational business collaboration (Van Weele, 2002; Argote and Ingram,
2000). The problem is further compounded by the rate of change now being
experienced by organizations; where their ability to create, transfer and capture
knowledge is constantly under pressure to support changing business direction and
objectives. Therefore, an important question is how can organizations, dependant on
effective knowledge processes, ensure their processes remain so in such a dynamic
environment (Lee et al., 1997; Troyer, 1995). Many organizations are successful in
changing their processes, but what mechanisms do they employ to ensure these
processes, once deployed, do not “drift” away from their core function; a problem the
author believes is inherent in many traditionally aligned organization. This is a view
supported by Maull et al. (1995) and Smart et al. (1999) who identify the need for a
commonly accepted and used reference model in order to “manage, operate and
support” enterprise wide business processes.
In particular, this paper is interested in the way organizations view the
inter-connected relationship between IT and knowledge systems, people, process, and
the prioritisation of change through an integrated decision-making process attempting
to increase overall organizational performance, and add value to all stakeholders
(Walters and Lancaster, 2000).
Through research based around identifying barriers across one of IBM’s core
supply chain processes (McLaughlin et al., 2008) the author has identified five traits:
(1) Knowledge, in itself, cannot be directly managed. However, how knowledge is
created and shared can be influenced through the identification and management
of knowledge barriers. The creation and sharing of knowledge is a human
function. As such, technology can only be used to facilitate the dissemination
and storing of information. Concerning the human ability to create and the
desire to share knowledge, a knowledge strategy must focus on environmental
aspects that in turn shape an individual’s beliefs, capability and desire to crea te
and share knowledge.
(2) Effective development and implementation of a knowledge strategy is dependent
on end-to-end (horizontal) process awareness. Within a complex organization,
such as a supply chain, effective management of process performance is
dependent on an end-to-end understanding of the total process. If an
organization does not clearly define ownership and connectivity between
business unit processes, performance issues will be difficult to identify, agree
on, and finally resolve.
VINE
40,2
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