While prior studies on ERP implementation have largely focused on the importance of best practices, this paper examines the impact of knowledge transfer climate and the competence of the players (i.e., the implementing firm and the consultant team). The model divides factors that influence the result of knowledge transfer during ERP implementation into three categories: those implemented by the firm, those implemented by the consultant, and those related to the impact of the knowledge transfer climate. Competence factors from the first two aspects facilitate the building of a better knowledge transfer climate. Survey results from 101 respondents were subjected to multivariate analysis. The significance of player competence factors is verified, and an understanding of the role that the knowledge transfer climate plays in the knowledge transfer process and the impact on the transfer process is developed. This paper provides a broader, richer model of knowledge transfer networks to promote insight into successful ERP implementation. In practice, the key to effective knowledge transfer is the establishment a positive knowledge transfer climate. To achieve a successful ERP implementation, practitioners should focus on possessing robust competences with ERP implementation partners. Additional research may help ERP implementation project teams more effectively promote knowledge transfer in a wider range of conditions with greater confidence and precision.

In the knowledge economy era, a firm¡¦s competitive edge increasingly depends on the possession of knowledge and intellectual capital. Knowledge becomes the key resource for firms, and firms must increase the attention they pay to knowledge management. A very important issue regarding intra-firm knowledge transfer is to identify the model and circumstances in which knowledge can effectively be transferred. The objective of this study is to demonstrate the typology of intra-firm knowledge transfer executed by different semiconductor firms. Multiple case study approach is adopted to identify the pattern of knowledge and technology transfer in this study. In order to analyses knowledge transfer activities, four semiconductor firms were studied with qualitative method. Multiple sources of evidence are gathered, including documents, interviews, and internal reports. Synthesizing the knowledge transfer practices of these firms, this study demonstrates three models for intra-firm knowledge transfer. These knowledge transfer models have important implications for technology and knowledge management. First, deploying these transfer models, replication strategies can apply to the manufacturing sector, including high-tech firms. Manufacturing firms can transfer manufacturing processes between business units and achieve synergy effects or performance consistency. Second, these transfer models validate the contingency theory since various situations induce different transfer models. Third, from these cases we can understand that external benchmarking may not always be the best way to solve problems and maintain competitive advantage. Resource-based theory maintains that firms can retain competitive edge by efficiently and effectively applying practices developed in-house.

Enterprise resource planning (ERP) system is the critical software that streamlines processes and allocates internal resources, so firms can make quick responses to the market. However, not all firms can implement it successfully, so usually consultants are used to aid in the implementation process. Client firms expect consultants to transfer implementation knowledge to inner employees; therefore inner employees can contribute to the implementation process and learn how to maintain ERP systems by themselves. This research studies both consultant¡¦s and client¡¦s factors to achieve knowledge transfer in such complex system implementation. Based on prior researches including the antecedents of knowledge transfer and case studies on it, a sender-receiver model is developed. This model suggests that knowledge transfer is founded on proper mechanisms, which are influenced by consultant¡¦s and client¡¦s factors. Data were collected from both consultants and clients, and 175 samples were valid. Unlike prior studies, this model includes the client¡¦s information technology capability and consultant¡¦s agency behavior. The analysis suggests that knowledge transfer is founded on sound mechanisms, which are influenced by bilateral factors. The analysis also provides support for all 5 hypotheses and 12 of the 21 subhypotheses of bilateral factors, and it confirms two moderating relationships. These results (1) adapt antecedents of knowledge transfer and case findings to a sender-receiver model, (2) enhance the goodness of model by integrating antecedents and case findings, (3)incorporate new IS-related constructs and measures in an integrated model. This model can be applied to ERP implementation and other knowledge-outsourced IS contexts.

International programmes, namely Framework Programmes 6, 7, and European Research Cooperation Agency (EUREKA), aim supporting national Small and Medium Scale Enterprises (SMEs) to subcontract their research needs to Research and Technological Development (RTD) performers. Main objective of this thesis is to measure level of success of knowledge transfer from RTD performers towards Turkish SMEs within the FP6, FP7 and EUREKA. The thesis proposes a model for knowledge transfer consisting of four stages: initiation, implementation, elaboration, and internalization. Extensive data is collected from sixty projects involved in these programmes via structured survey. The data is analyzed within the context of the proposed model via using the variables selected from the literature. Main findings show that the initiation stage is at a satisfactory level. The national SMEs continue learning from the international partners while they practice the knowledge they acquire, therefore, necessary support should be given to national SMEs to communicate as much as possible in order to receive as much knowledge as possible from their international partners, during implementation process. Level of absorptive capacity is indispensable for elaboration. Therefore, much effort is required to strengthen absorptive capacity of national SMEs. Internalization is the weakest stage. If internalization is not successfully achieved, it is hardly possible to sustain and systematize the knowledge. All stages are mutually exclusive. If the initiation is not based on real needs and expertise of the SMEs, implementation will fail. It will be difficult to elaborate on the knowledge / therefore, improvement of the knowledge will not be at expected level. Since the improvement will not be sustained, internalization of the knowledge will be less, which will undermine successful transfer.

Taiwan¡¦s high-tech multinational corporations have two main brand strategies. One is OEM/ODM, and other one is OBM. Different brand strategy will influence the consideration of global arrangement governing the organization network and the global knowledge transfer model. There are five roles building in different meaning in global organization network. And in the knowledge transfer model, there are three different dimensions named knowledge transfer fountain-heading, knowledge transfer interface and knowledge accumulate meaning. According to the administrative department of Hsinchu Science-Based Industrial Park¡¦s meeting for defining the classification of high-tech industries. This research chose four multinational corporations which nationality is Taiwan. These are the computer-related manufacturing industries and the communication-related manufacturing industries. This research concludes some propositions through the interview with top managers of these sample corporations. Positions are as follows: Proposition 1: Different brand strategies will influence the classification of tendency in exploiting advance technology. Proposition 2: Headquarter will play the different roles in global research network according to the different brand strategy. Proposition 3: The subsidiaries of high-tech corporations will have diversity of role playing and different frequency of knowledge transferring according to brand strategies. Proposition 4: The brand strategies will influence types and frequency of knowledge transferring. Proposition 5: Brand strategies will influence the market knowledge¡¦s flowing direction. Proposition 6: In technology knowledge transfer, the low-end and manufacturing skill will duplicate to the manufacture-based plant, and the high-level and advance knowledge will keep in the headquarter. Proposition 7: human being is the most important interface in the knowledge transfer process.

How to use self-owned knowledge to face the future challenge and diversity, to absorb the fashion knowledge and to create the more valuable knowledge is the most important issue for the corporation that want to become the multinational corporation. In order to use the superiority of globalization well, the headquarter must transfer the core competency to other subsidiary. However, the topic about cross border knowledge transfer will let the factor become more complexity. The character of industry, the strategies of globalization, the inner organizational competency and the top management team will have serious impact to the meaning of knowledge transfer, and will have influence to the whole structure of knowledge transfer. To find out which factors influence the border knowledge transfer of multinational corporation is the core issue in this research. We got the results by mean of the interaction among the character of industry, the strategies of globalization and the inner organizational competency. Further, we can obtain the mutual relations with human capital of the corporation. Although the influence factors of cross border knowledge transfer are too numerous to count, three subs ructions of entirety are the industry of corporation, the inner organizational competency and the strategies of globalization. According to the qualitative analysis and data collection, the inductive inferences of this research are as following: 1. The factors influence sorts of knowledge transfer (1) The maturer product life cycle is, explicit knowledge is more than tacit knowledge of the cross border knowledge transfer. (2) If the industry technique of corporation is superior, the disposition of capital and resources is nearer centralization and origin of inner competency in the corporation is from high-level executive group. (3) Most tacit knowledge of R&D would be produced by headquarter when the product life cycle lasts longer. (4) The origin of inner competency in the corporation is from high-level executive group, because the corporation has the ¡§market ¡Vaccess¡¨ competency and the inner disposition of capital and resources is nearer centralization. 2. The factors influence model of knowledge transfer (1) The correlation between externalization articulating of cross border knowledge transfer and higher knowledge worker in this industry is straight. (2) More requisite the forces for national responsiveness / differentiation, higher degree the externalization articulating and socialization empathizing of cross-border knowledge transfer are.

<p>With the changes in the business environment, there has been an increasing dependence on the skills of companies to deliver customer adapted products quickly and on time around the world. Therefore, instead of being caught in the high cost and unsatisfactory result of managing logistics operation by themselves, many companies have chosen to outsource some or all of their logistics and supply chain activities to specialist third party logistics companies (TPL). Hence, the TPL companies are managing and integrating their customers’ supply chains to increase the competitiveness and profitability.  It is argued, that knowledge is becoming the only resource capable of offering competitive advantage and continued growth and prosperity for supply chain partners. Therefore, the effective transfer and creation of knowledge has become a top priority in a supply chain. Since third party logistics companies have taken on the major responsibility of managing customers’ supply chains, effective knowledge management has become a top priority for them as well.</p><p>The purpose of this thesis is to describe the knowledge transfer and creation processes within the third party logistics dyadic relationships in the context of supply chain integration.</p><p>The thesis has been carried out by using inductive and conductive research approaches and the qualitative study has been carried out by applying multiple case studies as a research strategy. The empirical material is gathered from four companies in two third party logistics relationships. Data was collected through several interviews conducted at the target companies and the findings have been analysed using the existing theory stated in the frame of reference.</p><p>The main conclusions from this study are that the buyer-seller context determines the way knowledge is transferred and created in the dyadic third party relationships, and the companies did not have any specific strategies or governance structures for managing knowledge although considered important. How the companies in the dyadic TPL relationships transfer and create knowledge changes with the evolvement of the relationship. Knowledge transfer must penetrate all companies and all organizational levels to increase a holistic and integrated understating of the whole supply chain to achieve value created. How TPL companies create and utilize knowledge internally vary due to company size and the practices used. In addition, the customer company using multiple TPL providers is able to transfer and create knowledge from all TPL relationships to increase the efficiency and effectiveness of its supply chain. Due to the buyer-seller characteristic, however, there are no or very little barriers for knowledge creation and transfer in a dyadic TPL relationship.</p>

<p>Problem</p><p>Knowledge is becoming ever more vital in today’s economy and organisations are realising the need to act on the advantages it provides. Knowledge is complex and contradictory, making it difficult to be created and managed by organisations.</p><p>Purpose</p><p>The purpose of this research is to see how knowledge is created and subsequently managed within an environment characterised by progress and innovation, and to identify the most problematic areas in knowledge creation processes as well as suggest improvements.</p><p>Method</p><p>Overall, qualitative methods were used in this study. In-depth interviews were conducted with management level within three product development units, two of these were only used for support to the third and main case, Robotic Mowers. Issues of trustworthiness and ethical implications were confronted in order to provide the most advantageous method to conduct the study.</p><p>Result</p><p>Knowledge creation at Robotic Mowers originates from both external and internal sources. The most important external source and activity to create knowledge are suppliers/consultants and the most important internal sources is the use of tests. Further, the unit has a highly informal approach to the creation of knowledge and the management of it. Support to knowledge creation is mainly found in cultural aspects.</p><p>Conclusion</p><p>The unit’s knowledge creation is dependent on informal and unstructured interaction among group members and to external parties. Overall, low managerial control is exercised and the group has developed a strong culture that enhances informal ways of knowledge creation and its management. The main problem of knowledge creation is that the group fails to realise a long-term need, which is revealed through inadequate efforts in trying to turn tacit knowledge into explicit knowledge.</p>

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<p>The project-based nature of construction organisations creates a learning opportunity from most of the activities carried by these organisations. Knowledge is being created in the course of carrying core and non-core activities in the organisation. For organisations to make the most of this knowledge, a mechanism for tapping has to exist. Such tapping can occur through the organisation’s various activities and organisations stand to benefit if these activities are done strategically not only to tap, but also to create and transfer knowledge and ultimately enhance performance.</p><p>The study has henceforth analysed the knowledge transfer process of construction organisations in the Tanzania construction industry and explored how these organisations facilitate creation and transfer of knowledge. A survey in a pilot study in the year 2001 was conducted to refine and focus the study’s questions and propositions and a case study strategy of inquiry has been adopted for the main study. Four construction organisations in the Tanzania construction industry are studied.</p><p>The analyses from findings support the propositions set forth in the study and among others establish: the specificity of the knowledge transfer process in construction organisations, the situational nature of the knowledge being transferred, the ephemeral nature of goals and the “selling of jobs” in construction sites influencing incentives for knowledge management initiatives. The study further establishes that there are inadequate attributes towards knowledge creation in the organisations. That: there is limited practice of on-the-job training, peer assist and learning by imitation; codification of procedures, rules, and checklists is done insignificantly or absent completely; networking of knowledge is poor; experience sharing and learning by doing is low.</p><p>In effect the study proposes an optimal knowledge transfer process for construction organisations in Tanzania using an IDEF0 business process model, and explores the cost-effectiveness for organisations in the industry pursuing knowledge management initiatives such as the knowledge transfer process. Lastly, recommendations for construction organisations at policy and functional level are made.</p>