在這個知識經濟的時代，如何有效地吸收知識並將所吸收的知識加以移轉、應用，不同性質的知識該搭配哪些適當的移轉機制，其移轉效能是否更為顯著，這些都是台商在進行知識移轉所必須關切的重要議題。 本研究採實證研究方式除了探討知識特質、知識移轉機制與知識移轉效能關係之外，同時也加以探討知識教授者和接受者本身的因素對知識移轉機制與知識移轉績效之影響。 本研究採以問卷調查方式進行，以2002-2003電機電子業大陸及東南亞台商採購銷售名錄以及在經濟部登記已至中國大陸投資的廠商作為研究對象，有效樣本共112份。 研究發現以下四點：第一、在知識特性方面，當被移轉的知識愈是具有內隱性、複雜性的知識特性，母公司愈傾向選擇人員互動移轉機制具有顯著影響。第二、當知識特別具有複雜性時，採用人員互動移轉績效愈顯著。第三、教授者外派人員愈是具有經驗時，對於人員互動的移轉績效沒有顯著影響；至於教授者採取知識自我保護的態度，對於人員互動移轉績效愈差獲得支持。第四、當子公司管理階層的能力愈高時，人員互動移轉績效也愈好並不顯著；當子公司內部員工愈具產業經驗時，人員互動移轉績效也就較佳，此假設獲得支持；另外，在母子公司內部組織環境方面，當子公司的商業活動、組織制度、企業文化與母公司愈相似時，則母子公司彼此間的齊一性愈高，將有助於人員溝通、進行知識移轉和吸收，並未在實證中有顯著影響。

Managing knowledge work and knowledge workers is of growing importance in theory as well as in practice. Organizations are continuously evolving value added work. It is observed over a period of time, that manual work is reducing and educated work force is delivering, executing and successfully performing organizational activities. Particularly in Indian context there is a phenomenal growth in employment of knowledge professionals. They contribute towards building value through their innovation, new technology and its application. Knowledge professionals possess the talent and required skills to cater to organizational competitive demands. Knowledge professional creates knowledge and transfer knowledge to other professionals. There are several univariate studies focusing on satisfaction, stress, motivation, there are also studies which talks about knowledge transfer aspects, but they are not studied in the context of knowledge professionals and linking them to value added behavior and well-being. This is a multi-construct study with an attempt to explain causal relationship between knowledge professionals, organizational & knowledge practice, knowledge transfer modes, enhanced valued behavior and well-being, for which the existing literature is reviewed. Literature review for this study has been broadly classified into four major headings, i.e. knowledge professionals, organizational and knowledge practices, knowledge transfer modes and finally well-being of knowledge professionals. Knowledge professionals are dealing with the increase in knowledge intensive work and therefore there is a need to link knowledge professionals to over all organizational strategies and focus on their well-being. The different practices in both organizational and knowledge identifies the purpose of such different practices and how it affects the expertise in the professionals. Practices tend to vary based on the human processes in the different sectors. Several studies focused on knowledge transfer and also identified the modes of transfer of knowledge in terms of one to one basis, formal and informal, on the job trainings, apprenticeships etc., in the past. Lastly, work profile, different practices and modes of knowledge transfer tends to have a bearing on well-being. There are several univariate and bivariate research studies conducted on knowledge and knowledge management practices existing within the organization. Knowledge professionals are the most valuable resource of the organization as they contribute to maximum growth of their organization. Hence there is a need to understand their well-being. But previous research has not focused on this dimension of knowledge professionals. Earlier studies have not focused in detail about the knowledge intensiveness in knowledge professionals work profile, nor its impact on their well-being. Therefore we found a need to focus our study on understanding the knowledge professionals work profile and their well-being. Though there are various studies on knowledge transfer but there is a paucity of studies in the area of knowledge professionals, and its impact on the valued behavior of the organization. We further felt the need to study the relationship existing between well-being of knowledge professionals and knowledge transfer modes. Based on this we framed our objectives of the study as follows: To develop a framework for relating knowledge work, organizational & knowledge practices, and the role of modes of knowledge transfer on valued behavior and well-being. To understand the effect of different knowledge intensive work on valued behavior and well-being. To suggest appropriate managerial initiatives to sustain knowledge work and well-being of knowledge professionals. In order to achieve the above mentioned objectives, conceptual framework was formalized. Thorough literature review helped in identifying gaps in the research. Discussions with practitioners in the field were useful in selecting the variables for the study. The different variables studied were work profile of knowledge professionals, organizational and knowledge practices. Knowledge transfer modes to determine the influence of transfer process on well-being and valued behavior. We attempted to understand the effect of different practices and transfer modes on valued behavior and well-being of knowledge professionals. To achieve the objectives, survey methodology was executed for the main study. Questionnaire developed was a 5 point Likert scale where professionals had to rate with options choosing from strongly disagree, disagree, neither agree nor disagree, agree and strongly agree. This was combined with in-depth interview on a one to one basis, between researcher and professionals without any external disturbance in a secure silent place. The main sample consisting of 439 professionals from five organizations, out of which 2 of them are Government sectors and remaining 3 are private sectors. Sample comprised of knowledge professionals working in IT and R & D sector with a minimum of 2 years of experience and working in the same or similar kind of projects, both male and female professionals with varied qualifications, and age ranging from 19 to 61 years. To validate our objectives of the study different statistical analysis was computed. We first confirmed the reliability of the designed questionnaire by computing cronbach alpha. Factor analysis helped us identify the groupings of the variables. To understand the effect of demographic variables such as age, gender, educational qualification, work experience, type of organization on the work profile on the knowledge professionals, obtained sample was studied on each of these variables by computing ‘t’tests. The differences in the demographical variables was analyzed and reported. This was further analyzed to understand the effect of independent factors on output factors and the effect of mediating factors on output by computing multiple regression. Regression was first done without mediating factors by regressing independent factors on output and later by adding mediating factors to verify the mediating effect of the different factors. The obtained regression value results are analyzed for firstly validating if the model can be accepted by verifying the significance of F value, next by checking the goodness of fit of the model by looking at the R square value and finally we verified the items which had an impact on the output factors by looking at their Beta coefficient value. Significant beta coefficient values were accepted and discussed further. We further diagrammatically depicted the connections of the independent factors on the output factors from the obtained findings. The findings of this chapter show that mediating factors have improved the R square value showing that mediating factors increases the explanatory power. It can be observed that all the hypotheses are proved. To further understand the different knowledge intensive work of knowledge professionals, input factors, mediating factors and output factors were regressed for each group separately and presented in next chapter. Knowledge professionals were grouped based on the knowledge intensive jobs being performed by them. It was observed that 5 unique groups were being formed and we aimed at systematically understanding the differences in the groups. Discussion was done group wise. All the groups were analyzed and understood based on their age, educational qualification, work experience, gender, type of job etc. Further multiple regression was computed on each of the group separately. Here again multiple regression was done without mediating variable in the first step and in the next step to verify the effect of mediating factors they were included in the analysis. Regression model was checked for significance level through F value, goodness of fit was verified by obtained R square and later significant beta values were analyzed and diagrammatically represented. From the findings it can be observed that each group is exclusive and tends to have significant differences between the groups based on the knowledge intensive jobs being performed by them. The findings can be summarized as there are differences between the groups with regard to the extent to which the different input, mediating factors affect the output factors. There exist differences in the way the factors influence each group, indicating the uniqueness of each group. It can be concluded that this study provides a profound understanding about the different groups of knowledge professionals based on the knowledge intensive job being performed by them. This finding can be used by other organizations while recruiting, training, and charting out clear career growth for professionals, and for job analysis. This study has attempted to understand well-being of knowledge professionals and how it tends to affect and vary based on the different knowledge professional groups. This framework of studying knowledge professionals and their well-being is a unique contribution to the existing literature and for organizational as well as managerial practices. An attempt has been made to understand the different knowledge transfer practices and its impact as value add for the organization. This research has contributed theoretically and it is methodologically unique by adapting a multi construct model, the different practices being studied will help in framing effective knowledge management practices in organizations.

Made available in DSpace on 2016-03-15T19:26:50Z (GMT). No. of bitstreams: 1 Gladys Vignati.pdf: 813132 bytes, checksum: e4d6ae755a9d446ada8d91dbe1c4283c (MD5) Previous issue date: 2010-02-08 / The consolidation of knowledge economy has driven companies to recognize knowledge assets as their most valuable resources, and learning how to better manage those assets became a competitive advantage. In order to transform knowledge into a valuable organizational asset, experience and expertise must be formalized, disseminated, shared and applied through well-structured and well-founded processes. Considered one of the main processes in knowledge management, knowledge transfer is a complex phenomenon that is always present in an organization - whether managed or not. However, it is necessary to establish transfer knowledge strategies since having an abundance of knowledge in an organization does not in itself ensure its usage. In this context, it would be of interest to make further studies about knowledge transfer linked to a practice within an organization and investigate the barriers listed by Szulanski (1996) relative to transfered knowledge, the source and the receptor of knowledge and the environment and context in which knowledge is transfered. In this study results reveal that, even in a successful transfer, there are elements that point out the incidence of the barriers identified by Szulanski (1996. / A consolidação da economia do conhecimento fez as empresas reconhecerem que os ativos do conhecimento tornaram-se seus recursos mais valiosos, e aprender a gerenciar melhor esses ativos tornou-se uma vantagem competitiva. A fim de se transformar conhecimento em um ativo organizacional de valor, a experiência e o conhecimento especializado devem ser formalizados, distribuídos, compartilhados e aplicados por meio de processos bem estruturados e fundamentados. Considerada um dos processos centrais da gestão do conhecimento, a transferência do conhecimento é um fenômeno complexo que sempre ocorre em uma organização, quer seja de forma gerenciada ou não. Porém, é necessário estabelecer estratégias dessa transferência, pois a existência de conhecimento em profusão em uma organização, por si só, não assegura o seu uso. Nesse cenário, considerou-se oportuno aprofundar os estudos sobre transferência do conhecimento associada a uma prática dentro de uma organização, e investigar as barreiras elencadas por Szulanski (1996), relativas ao conhecimento transferido, à fonte geradora do conhecimento, ao receptor e ao contexto/ambiente em que a transferência está inserida. Neste estudo, os resultados mostraram que, mesmo em uma transferência bem sucedida, há elementos que indicam a incidência das barreiras identificadas por Szulanski (1996).

Many people face difficulties in remembering knowledge, which is complex and abstract. This is especially important when the descriptions of knowledge are to be stored in searchable knowledge bases. But if complex knowledge can be transferred through real life stories, it is more understandable and easier to retrieve for the knowledge acceptor. Moreover, if the stories follow a certain pattern like ‘intentional suspense’ it may be more useful. This study investigates how far a story with intentional interruption is helpful in transferring complex computer science knowledge through processing of information that compares similarities between new and well-understood concepts. The data collection was done by applying framework analysis approach through the interview of 40 students of Stockholm University. Results of this study is assumed to help organizations to design, store and retrieve complex knowledge structures in knowledge bases by using a specific pattern of the stories used in the narrative pedagogy known as 'Zeigarnik effect' which is a form of creating suspense. Interviews with managers showed that they are positive to using the type of knowledge transfer as is proposed in the results of this thesis. Transcribed interviews with students show that the students appreciate and understand the use of analogies in combination with the ‘Zeigarnik effect’ as is described in the result of this thesis. After analysis of the data collected from the experiments, it was confirmed that ‘Zeigarnik effect’ has a small positive effect for a group of people as better results have been found in most of the time when ‘Zeigarnik effect’ was used as compared to when the ‘Zeigarnik effect’ was not used. The participants that experienced the ‘Zeigarnik effect’ answered in a better way which proved that their understanding and memory regarding the subject have been enhanced using it.

Background: Globalization, technological advancement and opportunity of capturing new markets have pushed business organizations to expand their business in the inter- national market. As a result, companies have established their subsidiaries in the host country and control their business from headquarters. Moreover, headquarters provide all the support such as training, strategies and knowledge to their subsidiary to perform better and help to build competitive advantage. The importance of knowledge transfer has increased in recent decades because knowledge is considered as an asset. Aim: The aim of the study is to analysis the method of knowledge transfer (explicit and tacit) from multinational companies headquarter to their subsidiaries. Methodology: In this paper, qualitative research approach has been followed with con- tent analysis technique. Primary data has been collected through interviews and Conve- nience sampling technique were used. Findings: Findings of the study shows that MNCs are using agency theory and knowl- edge base theory to transfer knowledge to their subsidiary. Most of the cases it has been observed that headquarters appeared as a knowledge creator whereas subsidiaries only utilize that knowledge. Moreover, manufacturing based companies transfer more explicit knowledge and service based companies transfer more tacit knowledge. Almost every MNCs use training, seminars, creating social groups and written instructions to transfer explicit and tacit knowledge to their subsidiaries. Study also found that there are some internal (hoarding behavior, non-invented here syndrome) and external factors (culture, language, location) which affect the knowledge transfer process of MNCs. Contribution of the study: This study will help managers around the world to under- stand the core concept of knowledge transfer, knowledge transfer method and factors affecting knowledge transfer. On the other hand, it will also help to design flawless channels to transfer knowledge. Scope of further studies: More interviews can be added including managers from the subsidiaries to get a more broader perspective. Also the studies can be done with com- paring different industries since knowledge is different depending on the industry. For example, the service Industry has more tacit knowledge than in the manufacturing indus- try.

No description available.

Strategic management of knowledge is considered one of the key factors for a sustainable competitive advantage. Knowledge sharing in particular is the most essential part of the knowledge management process. Its relation with the organisational culture has been the focus of attention of several studies especially in American, Asian and European companies. Firms are organising their work around project and project teams. Moreover, multinational project teams are seen as a source for knowledge generation. They can provide information about the needs of customers geographically dispersed, from different cultural backgrounds, who speak different languages and with different set of preferences. Nevertheless, the temporary nature, uniqueness, and complexity of international projects present their own set of challenges and companies need to work different in order to achieve project success. This study aims to analyse the organisational culture features that enhances or hinder the knowledge sharing process in multinational project teams working in Latin America. Although studies regarding the topic have been made before, they not provide empirical evidence or do not consider project teams working in a multinational environment. Furthermore, previous studies do not consider Latin American & Caribbean organisations, a region where foreign investment has continuously increased in the last decades and as a whole, is considered the third-fastest growing economy in the globe. A mixed approach is used to answer the research question, a deductive rationale to create a theoretical framework and an inductive approach to provide some theoretical propositions based on the findings. Seven semi-structured interviews were done to analyse two cross-sectional case studies. Our study identified several characteristics of organisational culture that influence knowledge sharing, some of them have a direct influence whereas others have an indirect influence. Speaking a different language and cultural differences are the main challenges faced by multinational project teams in order to enable knowledge sharing. Fear was also found to act as a barrier regarding the knowledge sharing process but is not specific only for this type of organisation. In contrast, trust in colleagues, positive relationships among employees and a culture of collaboration were found to enhance the knowledge sharing process but are not specific to multinational project teams.Finally, some managerial and theoretical implications are provided as well as suggestions for future research.

The field of knowledge sharing, especially within the context of ICT, is a fairly new field of study. This limits the extent to which research can be used to facilitate the practical application of KS and KM interventions. This study attempted to establish a standardised measuring instrument, which could be used to benchmark an organisation and organisational disciplines against industry peers. This study will assist organisations with the identification of intervention opportunities for implementing KM using ICT. The general organisational KT culture, its ICT proficiency and the factors which might constrain the effective transfer and management of knowledge were assessed and identified. / MBA, North-West University, Potchefstroom Campus, 2015

The field of knowledge sharing, especially within the context of ICT, is a fairly new field of study. This limits the extent to which research can be used to facilitate the practical application of KS and KM interventions. This study attempted to establish a standardised measuring instrument, which could be used to benchmark an organisation and organisational disciplines against industry peers. This study will assist organisations with the identification of intervention opportunities for implementing KM using ICT. The general organisational KT culture, its ICT proficiency and the factors which might constrain the effective transfer and management of knowledge were assessed and identified. / MBA, North-West University, Potchefstroom Campus, 2015

This thesis focuses on the role of middle managers in the transfer of a humanistic approach to management, care and services in a physical rehabilitation center.This thesis should interest decision makers and researchers who are paying attention to humanistic approaches to management, care and services. The design of this multi-case qualitative, exploratory and constructivist research includes six cases, representing the six middle managers of the studied organization. The multi-case study allows us to contrast cases of successful middle managers from the ones who were not really able to transfer the humanistic approach in their program. Data production and analysis are done with methods used in grounded theory. Here are the main findings generated by this thesis. Firstly, our analysis reveals that, in spite of top management efforts to disseminate a humanistic approach to management, care and services throughout the organizations the transfer process sometimes clashes against the absorptive capacity of the middle manager within the program. When the middle manager has the capacity to absorb the humanistic approach, often because it is compatible with his profound convictions, this capacity is first expressed through his behavioral exemplarity. In the eyes of his employees, the middle manager primarily represents an embodied example of the humanistic approach through his behavior. Therefore, the behavioral exemplarity of the middle manager came out as a sine qua non condition through which is possible the co-construction of new humanistic care and services practices to be offered to clients of the program. Secondly, our analysis sheds light on the importance, at the beginning of the transfer process, to explain to employees the necessity to adopt a humanistic approach to management, care and services and to recognize existing humanistic practices in the organization. Thirdly, the results bring to the forefront the importance of macro and micro contexts as determinant variables in the transfer of a humanistic approach to management, care and services. Lastly, an intervention model illustrating the key role of middle managers in the transfer of a humanistic approach to management, care and services emerges from the results. The model also includes contextual elements which facilitate the transfer. On a more practical note, the model can guide organizations in the dissemination process of such an approach by providing a rich description of the stages of the dissemination process, the actors involved, the dissemination strategies and the goals of these strategies.