Successful knowledge transfer is all about relationships. As anyone who has conducted research with non-academic partners knows, it takes a considerable amount of time and effort for these relationships to be fruitful. The great benefit of placing this work within the context of a community of practice is that it gives researchers and decision makers a structure within which to interact.<p> This study explored ways in which a community of practice framework can be used to develop and nurture relationships between researchers and decision makers. Further, it investigated how these communities of practice can be supported by online communications technologies. Its major contribution is the development, testing and refinement of a checklist of six ways that researchers can connect with decision makers in communities of practice, both in person and online. This checklist provides concrete, practical suggestions on how to develop an effective community of practice. Items in the checklist are based on both the academic literature on knowledge transfer and communities of practice, and the authors experience as part of an academic research unit focused on conducting collaborative research with community and government partners. Each item in the checklist was validated through interviews with members of two communities of practice. While the initial checklist had five items, a sixth was added following analysis of the interviews.<p> This checklist is generalizable, in that it can help guide any kind of community of practice, not just those in which members work on early childhood development issues, nor those communities in which researchers and decision makers interact. It is a valuable contribution to knowledge transfer methods at a time when both interest levels and efforts to improve knowledge implementation are widespread. The final checklist reads as follows:<p> A community of practice should:<p> 1. provide opportunities for regular interaction between community members;<p> 2. allow members to participate at varying levels that can change over time;<p> 3. provide both public and private spaces for interaction;<p> 4. document its goals, activities and outcomes, in order to develop a knowledge repository;<p> 5. identify and document the value of the community itself; and <p> 6. enlist the guidance of a technology champion in order to use online communications technologies effectively.

Purpose The purpose of this paper is to describe, explore and explain the influence of entrepreneurial knowledge transfer effectiveness in the subsidiary initiative selling process. Specifically the flow of tacit knowledge relating to specific entrepreneurial opportunities transferred from subsidiaries as part of an attempt to achieve approval, support or resources for subsidiary initiatives is under focus. The paper seeks to develop hypothesis regarding possible relationships between tacit knowledge transfer effectiveness and subsidiary initiative, and further the relationship regarding the utilization of tacit knowledge transfer mechanisms for this purpose. Method The study consists of qualitative research in the form of a multiple case study. Eight cases are presented, four are Swedish subsidiaries of international organizations and the other four are Swedish headquarters of international MNC´s. The study uses an ‘abductive’ approach, moving frequently between literature, theory and empirical findings in order to prepare hypotheses that can be used for quantitative testing. The study develops its final hypotheses by comparing hypotheses that can be derived from literature, and then confirming, rejecting or modifying them based on the empirical evidence collected. Findings The study finds that tacit knowledge transfer effectiveness is a significant determinant of subsidiary initiative. Despite this fact the study finds that subsidiary managers appear to underrate and in some cases disregard the importance of tacit knowledge transfer effectiveness in the initiative selling process. The fact that tacit knowledge transfer effectiveness is not actively addressed means that a significant opportunity for improvement probably exists in this area. The study findings stand in contrast to the viewpoint held by the majority of the existing literature that although the transfer of tacit knowledge and the associated integrative and interactive communication mechanisms will have a positive direct effect on subsidiary initiative, they will as a secondary effect increase headquarters monitoring and interference. This interference is thought to decrease subsidiaries autonomy, entrepreneurial-ness and ultimately the level of subsidiary initiative. The study finds that the secondary effect is in fact in the opposite direction, being positively related to subsidiary initiative. The study also finds that when examining subsidiaries located in small developed markets the most important entrepreneurial knowledge flow to consider may be between the subsidiary and its regional management structure, as opposed to the head office. Originality/Value The study combines existing literature with a multiple case study to create hypothesise specifically relating to tacit knowledge transfer effectiveness and its role as a determinant of subsidiary initiative. The study further focuses on the influence of tacit knowledge transfer mechanisms in relation to subsidiary initiative. The study provides a classification of subsidiary initiatives which is most useful given the subject of this study and further creates a distinction between the discrete short term effects of a specific instance of knowledge transfer and the continuous process of knowledge transfer over time. The paper also brings forward the importance of the distinction between the conceptualization of the discrete specific process of initiative selling, and the cumulative effect of initiative selling over time, which along with other types of knowledge transfer and subsidiary promotion tactics I refer to as ‘subsidiary selling’. Implications for research The hypotheses developed in this paper are suitable to be tested in a large scale quantitative study. The fact that managers do not seem to be actively trying to transfer tacit knowledge more effectively means that where active tacit entrepreneurial knowledge transfer strategy is found it is likely to have significant effect on subsidiary initiative level. The challenge to the conventional assumptions that the presence and utilization level of tacit knowledge transfer mechanisms are likely to have a positive side effect on subsidiary initiative, as opposed to the negative side effect as predicted by contingency theory, is very significant. The distinction between the short- and medium term effects, as put forward in this study, informs scholars that an academic study needs to both take into account the time frame over which the effects of knowledge transfer are studied as well as the negative feedback loop of the knowledge transfer. The study also puts forward specific categories of subsidiary initiative, and suggests that these categories should be individually studied in future quantitative research. Implications for managers/practitioners Subsidiary Management should be aware that they could dramatically improve their entrepreneurial project approval rate by improving their tacit knowledge transfer effectiveness. The finding  regarding that increases in tacit knowledge effectiveness, lead to lower costs of future knowledge transfer, further leading to increased likelihood of headquarters attention and comfort, means that they have the opportunity to create a virtuous circle of increased knowledge transfer resulting in lower costs of knowledge transfer resulting in more willingness to engage in knowledge transfer. The finding that the secondary effects of knowledge transfer of entrepreneurial opportunities have a further positive effect on subsidiary initiative means that there is very little downside to increasing the use of integrating and interactive communication mechanisms, and with significant upside this indicates managers should immediately attempt to increase the presence and utilization of these mechanisms. The study indicates that it may be a prudent strategy for managers of subsidiaries in multinational corporations operating in small developed market’s to increase their tacit knowledge transfer effectiveness regarding entrepreneurial opportunities during the initiative selling process, as this rare skill may help them win the battle for internal resources such as attention and finance.

Successful knowledge transfer is all about relationships. As anyone who has conducted research with non-academic partners knows, it takes a considerable amount of time and effort for these relationships to be fruitful. The great benefit of placing this work within the context of a community of practice is that it gives researchers and decision makers a structure within which to interact.<p> This study explored ways in which a community of practice framework can be used to develop and nurture relationships between researchers and decision makers. Further, it investigated how these communities of practice can be supported by online communications technologies. Its major contribution is the development, testing and refinement of a checklist of six ways that researchers can connect with decision makers in communities of practice, both in person and online. This checklist provides concrete, practical suggestions on how to develop an effective community of practice. Items in the checklist are based on both the academic literature on knowledge transfer and communities of practice, and the authors experience as part of an academic research unit focused on conducting collaborative research with community and government partners. Each item in the checklist was validated through interviews with members of two communities of practice. While the initial checklist had five items, a sixth was added following analysis of the interviews.<p> This checklist is generalizable, in that it can help guide any kind of community of practice, not just those in which members work on early childhood development issues, nor those communities in which researchers and decision makers interact. It is a valuable contribution to knowledge transfer methods at a time when both interest levels and efforts to improve knowledge implementation are widespread. The final checklist reads as follows:<p> A community of practice should:<p> 1. provide opportunities for regular interaction between community members;<p> 2. allow members to participate at varying levels that can change over time;<p> 3. provide both public and private spaces for interaction;<p> 4. document its goals, activities and outcomes, in order to develop a knowledge repository;<p> 5. identify and document the value of the community itself; and <p> 6. enlist the guidance of a technology champion in order to use online communications technologies effectively.

Knowledge transfer is a complex exercise in the business process reengineering (BPR) context. To explore what affects the effectiveness of knowledge transfer, the A-company was chosen for this study which had undergone the BPR implementation with the help of two well-known consultant firms. We adopted five-phase knowledge transfer method and followed the case study method to investigate what activities were performed when the A-company implemented BPR, how consultants interacted with the A-company in these activities in order to transferring knowledge, and what knowledge was transferred during each BPR step. Finally we induct three factors that may affect the effectiveness of knowledge transfer among the stakeholders, i.e., knowledge representation, interaction, and consulting service. We also identify two types of knowledge may be transferred during each BPR step. These findings provide insight for organizations when they implement BPR.

Given the continuous improvement of IT, the organizational information system moves from single department system to integrated organizational system, like the ERP system. Because of competitive commercial environment, the market of integrated system has developed quickly. It¡¦s important to apply domain knowledge of the organization when an information system is adopted. If the organization does not consider domain knowledge, it will bring less effect to the organization. On the other hand, the consultant company hopes the case be dealt with a package solution to save cost. Therefore, adjusting both sides becomes a critical way to reach the successful adoption. This study attempts using the view of knowledge transfer to investigate how enterprise and ERP consulting company to exchange knowledge. Computer efficacy will become the adjustable power to make two powers fit. Good computer efficacy will bring two advantages. One is to avoid too much customization. The other is to step away the package¡¦s type of ERP implementation. This study used deeply discussion to interview four adoption company and two consultant companies to prove the relation of knowledge transfer model. The result of study shows that apparently positive effect between interaction and knowledge transfer. The better knowledge transfer will provide the better quality of ERP system. The computer efficacy in the user company will provide balance in knowledge, avoiding the situation that the consultant company might be too powerful to lower the ERP system quality.

For industries in Taiwan¡A marching toward 21st century indicates the importance of globalization and economics of scale.Through merge and acquisition, Hi-Tech companies attempt to expand their business domain and market share¡A leading to global competitiveness to improve market position in the world. In this wave of competition¡A because of wide-spread use of Internet and promotion by the government¡A the issue that enterprises apply information technology to help management and administration has become essential. In the process enterprises need to organize knowledge and intelligence capital when they implement information technology and organization restructuring. Then benefit of the construction of information system will ferment progressively. In view of this¡A this research tries to utilize the case study research methodology¡A and selects three cases from the Hi-Tech industry: Passive component industry¡A IC packaging industry ¡A and SAP consultant firm. Based on the perspectives of transmitter and recipient¡A the ERP implementation has covered information technology capability ¡A knowledge transfer process ¡A and organizational performance. Although there are differences in ERP implementation experience in these three cases¡A they all want to retain related knowledge in the organization eventually. For this purpose, they have adopted ASAP methodology to guide implementation. choose to channel into the way theory and do for the blueprint with the standard of SAP. No matter the first or the second time during the process of implementation¡A every organization might share the analogy of the break-in and adjustment for the ERP system. Organization memory are gradually formed via system usage and personal experience. More adaptation on the part of the user will bring in fit between system and people. Finally¡A propose four suggestions in accordance with the result of study: 1.While channelling into the new information system¡A effective information science and technology is used; Include the basic resource of science and technology of information and tactics to combine¡A can reduce the unnecessary interrupt in the transmittance process. 2.Information science and technology is related to IT ability maturity to use¡Ahigh ability can solve more difficulty problem¡Aand the industry produced positive influence to that enterprises operate through the application of relevant knowledge after the information system channels into. 3.In order to channel into the case of SAP ERP ¡A the case channels into certain methodology¡A but because the tactics difference ¡A pay to leading precess time and cost¡A cause the influence of a certain degree. 4.In the knowledge transmit process¡A setting-up of the social network between motive¡A trust to the cooperative partner¡A cooperative partner's partner channelling into it¡A knowledge absorbability¡Aetc.¡A it is enterprises that channel into the key factor influencing the performance after the implementaion of ERP system.

Management consultancy has received increasing academic interest due to its growing importance in the global economy. However, current research has been predominantly focused on consulting companies in Anglo-American and European countries. This thesis aims to provide a focused study of the practice of global management consultancies operating outside of the western context. China is commonly regarded as having distinctive market and industrial conditions that distinguish it from western developed countries. Based on empirical evidence from interviews and participant observation, this thesis examines the activities of global consulting companies at market, firm and client project levels in China, with a focus on the deployment of their global knowledge resources. The central question explored in the thesis is whether and to what extent the Chinese context has limited the diffusion of global management consultancies and the applicability of their western management knowledge. This thesis finds that in China global management consultancies have emphasized their international image and extensively replicated global models of management. While importing global knowledge assets has had mostly positive effects at market and firm level of practice, it has caused a mix of benefits and challenges during the actual consultation process due to insufficient and inappropriate adaptation.

Knowledge and management of that knowledge have been a corner-stone for many enterprises. Creation, dissemination and preservation of knowledge is a difficult task for many organizations. This study identified knowledge transfer mechanism in a start-up company by providing a detail review of existing methods and key challenges associated with current methods. The aim of the study was to provide a comprehensive starting-point for the case company while implementing knowledge transfer mechanism within teams from different departments. This was accomplished by constructing a knowledge transfer framework for the case company. This study also scrutinized several dozens of articles and journals on knowledge transfer topic to get a better overview of existing KT processes and practices. A research gap was found in the context of knowledge transfer phenomena at SME’s and start-up companies. This study shades light on knowledge transfer mechanism and its compatibility with a start-up company. A qualitative single case study was conducted. All empirical data was collected via interviews and observations at a start-up automobile company in Lund (Sweden). Our study contributes to knowledge management literature, by emphasizing vast differences between implementing knowledge transfer activities between MNCs and SMEs or start-up companies.

This study examines the effect of migration and emotions on knowledge transfer with the intention of identifying the emotions influencing the willingness of South African emigrants to transfer knowledge to South Africans living in South Africa. The increasing number of South Africans emigrating is exacerbating the skills shortage in the country and therefore it is of importance to understand the profile of a South African emigrant who is willing to transfer knowledge to South Africans living in South Africa. Through understanding who to target for assistance South Africa will be able to better utilise those emigrants who are willing to assist. The primary data was collected through an online survey. Of the 311 responses 210 were usable in the regression models run. The outcome of this research supports previous literature that positive knowledge sharing emotions play a major role in influencing the willingness to transfer knowledge. Because this is voluntary knowledge sharing emigrants tend to share knowledge when they are happy and when they feel positive towards knowledge sharing. This is influenced by positive feelings about their own knowledge and about their decision to emigrate. The results also suggest that emigrant‟s emotions towards knowledge sharing were not dominated by their feelings about South Africa, but rather by their emotions towards their host country. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Digital twins are seen as one of the key technologies of Industry 4.0. Although many research groups focus on digital twins and create meaningful outputs, the technology has not yet reached a broad application in the industry. The main reasons for this imbalance are the complexity of the topic, the lack of specialists, and the unawareness of the twin opportunities. The project 'Digital Twin Academy' aims to overcome these barriers by focusing on three actions: Building a digital twin community for discussion and exchange, offering multi-stage training for various knowledge levels, and implementing realworld use cases for deeper insights and guidance. In this work, we focus on creating a flexible learning platform that allows the user to select a training path adjusted to personal knowledge and needs. Therefore, a mix of basic and advanced modules is created and expanded by individual feedback options. The usage of personas supports the selection of the appropriate modules.