<p><p>Title: Network in the knowledge transfer process</p><p>Authors: Ying-Sze Tang (Virginia), Pattamawan Chaikiturajai (Koy)</p><p>Supervisor: Sven-Olof Yrjö Collin</p><p>Course: Dissertation 15 ECTS, spring 2010</p><p>Seminar date: June 1, 2010</p><p>Key words: Knowledge transfer, network, knowledge transfer by network</p><p>Purpose: To examine the roles of network in the knowledge transfer process</p><p>Method: The aim is to examine the roles of network in the knowledge transfer process by using theories as a foundation and then relating literatures with empirical data. An abductive approach and qualitative case study approach would be conducted.</p><p>Theory: The theoretical framework of reference consists of knowledge transfer, network and knowledge transfer by network. The conceptual models which are developed by the authors will be described at the end of chapter 3.Empirical method: Secondary data such as companies‘ information from website and annual report are used for data collection. Since the comparison could be made, this study is to perform interviews with two international companies which are HMS Industrial Networks AB and Synovate Limited. The interviewees are the persons who participated in the communication with overseas people.Analysis: The analysis part consists of two sections. The first section is a within-case analysis of HMS Industrial Networks AB and Synovate Limited while the second section is a cross-case analysis of both companies.</p><p>Conclusion: The major finding after doing this thesis is that all main networks including home country network, host country network and subsidiaries network are crucial factors in knowledge transfer process. Home country network acts as an ‗Advisor‘ to get assistance and guidance for gaining knowledge. Host country network acts as a ‗Punching Tool‘ which helps company to enter into an unfamiliar and difficult foreign market due to language and culture <em>barrier. Subsidiaries network acts as a ‗Knowledge Booster‘ which help each other about transferring knowledge between host countries to enhance the whole process. It is because business operations are conducted in subsidiaries locally but not in the headquarters.</em></p></p>

Title: Network in the knowledge transfer process Authors: Ying-Sze Tang (Virginia), Pattamawan Chaikiturajai (Koy) Supervisor: Sven-Olof Yrjö Collin Course: Dissertation 15 ECTS, spring 2010 Seminar date: June 1, 2010 Key words: Knowledge transfer, network, knowledge transfer by network Purpose: To examine the roles of network in the knowledge transfer process Method: The aim is to examine the roles of network in the knowledge transfer process by using theories as a foundation and then relating literatures with empirical data. An abductive approach and qualitative case study approach would be conducted. Theory: The theoretical framework of reference consists of knowledge transfer, network and knowledge transfer by network. The conceptual models which are developed by the authors will be described at the end of chapter 3.Empirical method: Secondary data such as companies‘ information from website and annual report are used for data collection. Since the comparison could be made, this study is to perform interviews with two international companies which are HMS Industrial Networks AB and Synovate Limited. The interviewees are the persons who participated in the communication with overseas people.Analysis: The analysis part consists of two sections. The first section is a within-case analysis of HMS Industrial Networks AB and Synovate Limited while the second section is a cross-case analysis of both companies. Conclusion: The major finding after doing this thesis is that all main networks including home country network, host country network and subsidiaries network are crucial factors in knowledge transfer process. Home country network acts as an ‗Advisor‘ to get assistance and guidance for gaining knowledge. Host country network acts as a ‗Punching Tool‘ which helps company to enter into an unfamiliar and difficult foreign market due to language and culture barrier. Subsidiaries network acts as a ‗Knowledge Booster‘ which help each other about transferring knowledge between host countries to enhance the whole process. It is because business operations are conducted in subsidiaries locally but not in the headquarters.

Complex policy problems in today’s world require sound evidence for good decisions. Yet what constitutes sound evidence can often itself become a matter of political contention. Using original qualitative interview, focus group and document analysis, this thesis finds both that many Canadian organizations with a mandate for communicating scientific information (knowledge transfer) are working to bring together researchers and end-users into various forms of direct contact (known as interaction practices) and that different social groups have concerns with these interactions. Through using interaction practices to improve communication efforts by establishing end-user/researcher relationships, the socially constructed boundaries that exist between science and politics become blurred. When the science communicated has controversial political implications, this blurring becomes problematic, “polluting” the wider credibility of the science communicated. This thesis uses “boundary theory” to argue that organizations engaging in knowledge transfer must be aware of these risks, and in controversial political topics, work to span rather than blur these boundaries, in order to protect scientific credibility necessary to successfully communicate scientific information in politically controversial situations.

Aim: The aim of this research is to investigate the role of culture in the process of knowledge transfer through expatriates, while also aiming to identify factors that are influential in this process other than culture. Method: The aim has been reached by adopting a qualitative case study, with a focus on a single case. Semi-structured interviews have been conducted with expatriates to gain data. Findings: The study proves the importance of culture in a cross-border expatriates knowledge transfer. Hofstede’s cultural dimensions have been found to be determinants in this process. Language has also been outlined as an important component in this regards.  In addition, type of knowledge, recipient’s ability to absorb, and the source’s capabilities to transform are also influential factors stated by expatriates. Limitations: The study is limited to a single company. Further, the data have been collected only from expatriates, not the local employees’ point of view. Suggestions for future research: Further research can be done in the same field, but with focus on different sectors, and different countries. The academic world can also benefit from studies that focus on countries that are different from each other, in order to understand how the knowledge transfer is effected by those differences.

Abstract Two 11th centuries are knowledge economic era, and organization is to individual, create and exert knowledge technology, will become enterprise competition's hinge, on the other hand, organize need to depend on individual to bring forth knowledge, but individual need organization stand by and supply proper environment too, to aggrandizes individual create knowledge motivation, and depend on organization construct integral source net to impel knowledge create process concretize. But enterprise value locality, often consist in hide at personal wisdom mode in, hard to dig ¡CHide in personal in hide knowledge, if can not convert act for organizational knowledge, then knowledge will as personnel leaves but leave organization, result in company wisdom asset's abatement ¡CBut permeate knowledge group's operation under, assistant to enterprise catch personnel in hide knowledge and create organization value best style true. Permeate this research, bring up five biggest research discover, cent mention as follow : discover a, group member skill multiformity assistants to group abidingly operate; Discover two, group inside interacts machine-made establish, benefit to believe in share culture establish; Discover three, usually group activity chief aim consists in hold together relation, establish believe in relationship network unbleached linen; Discover four, organization should intervene group's operation too, encourage formally come up to informal group machine-made; Discover five, practice group's operation, support troop's concept. So, permeate enterprise reality tusk knowledge group's operation under, satisfy organize functional requirement to knowledge management, assistant manufacture innovate, settle problem, disseminate optimum real tusk and impart ingoing personnel with innovation ¡CBut thereinto let members is willing to bring forth knowledge share machine-made appear, critical then consist in believe in machine-made establish ¡CBecause group between has this layer belief's relation, while thereinto certain group member meets problem, can hasten move it participant relative group at problematic guide below, begin make knowledge creation, share with transfer ¡CSo we can say, problematic bring forth will initiate knowledge group close interaction, transform for practice group. Therefore this research think enterprise should as reality tusk group act for ordinary basic framework, at abidingly cultivate expertise with interpersonal belief net unbleached linen establish basis ¡CBy the time problem bring forth time, can settle problem and will should problem-solving style or experience inherit down quickly ¡CSo, can complement tradition be steping function case troop's insufficient place.

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This report investigates the internal knowledge transfer process of consultancy firms on both the organizational and individual levels. Essentially, the creation and application of knowledge yield the key competence for consultancy companies, a large part of which in- volves knowledge transfer. Knowledge transfer is seen as a process of making knowledge available to the organization, allowing others to harvest the full value of it and ultimately creating value for the firm. However, the transfer of knowledge is no simple and linear process; it entails challenges that can impede the process and complicate consultancy com- panies’ daily operations. By being aware of these obstacles, companies can better prepare themselves against them. Therefore, this report seeks to reveal challenges arising on an or- ganizational and individual level for consultancy companies, why they occur and suggest ways to prepare for them. To conduct this study, we have been approaching the topic from a positivist perspective. Two case studies of prominent consultancy companies - KPMG and Grant Thornton - were constructed. The empirical findings were then analyzed and compared to renowned theories in the field: the SECI- model of knowledge conversion by Nonaka &amp; Takeuchi (1991; 1995) and the stage theory of knowledge transfer by Szulanski (1996; 2000). The conclusion of this study is that challenges arising from knowledge transfer in consultancy firms concern individuals and time. Therefore, these two resources should be taken into account at all times.

This thesis investigates how Knowledge Transfer (KT) Policy in Scotland is understood, translated and put into practice by managers and academics in a new university in Scotland. KT Policy has entered the higher education arena as the ‘third sector’ alongside teaching and research: it puts new demands on universities, and could be said to attempt to redefine the relationship between the university and wider society. The (relatively few) studies of KT Policy highlight the problematic nature of the term ‘knowledge transfer’ and there is a substantial literature that illustrates the difficulty of ‘translating’ policy into practice. In understanding KT and its implementation, this thesis argues that account needs to be taken of the fact that in the expanded UK higher education (HE) sector there is no single idea of a university and thus the reception of KT policy needs to be understood in ways that are sensitive to the various (and possibly conflicting) meanings attached to the policy by managers and academics. The thesis adopts an interpretive methodological approach that draws on critical discourse analysis (CDA) to uncover the meanings attached to KT Policy as it is translated and enacted. KT policy is viewed as a ‘text’ that can be read in a variety of ways, and that is amenable to alternative readings that may be at variance with those encoded by policy-makers. Research methods include document analysis, semi-structured interviews, and observant participation. The findings illustrate how managers and academics attach multiple and conflicting meanings to KT policy, with quite significant implications for policy implementation. The different meanings of the policy are explained in terms of contrasting managerial and academic discourses. This study adds to knowledge about KT and also adds to knowledge about policy and its reception when it enters the university environment. Analysis of how policy is received and communicated using a CDA approach illuminates the university as a space through which ideas flow and are shaped by the meanings attached to them in that process. This case of translation of KT policy has more general applicability in terms of its illumination of the enactment of meaning in different ways in different institutional cultures.

Capital and technology-intensive semiconductor industry have attracted a lot of fund and talent's input. It also demonstrated the admirable high growing rate in the past. The semiconductor industry becomes so attractive and more competitors come to get involved. At the result, the environment of competition becomes severe. The chip makers in such industry's environment, in order to strengthen one's own competitiveness, must take every care to improve the good yield and reduce the manufacturing cost. In order to avoid the loss of small line width products during production, that is caused by unexpected conditions. Chip makers must put into suitable resources, including manpower and software and hardware equipment for having high yield and yield stability. The complexity of technology for chip making is getting worse when the process in going to nanometer era. How to utilize knowledge to transfer effectively in organization and facilitate the use of knowledge, become one of the most important thing that managers should do. A case study of a semiconductor company reveals the problem of transferring knowledge between engineers who are working for process defect reduction. The main result of this thesis is as follows: 1.It is easy for members to form a cross-department lateral linkage in a simple organization. The organization creates a openness environment for knowledge transfer and provide technical training for new comers. 2.As the semiconductor thchnique changed so fast that suitable mentor-apprentice operation can strengthen the technical knowledge of new members. But they are not able to transfer the important tacit knowledge which is embedded in person. The knowledge is the key element for achieving the goal of organization. 3.Establish trans-departmental and cooperative partnership, even in the institutional framework of high organization; make members to break through the boundary of organization with linking all members together. That can make whole organization move through success circle for goal. At the last paragraph, I come out with my opinions on how to build cross-functional partnership, which need start from individual social skill and establish operational procedures, to develop the network among functional groups and achieve organizational goal effectively.

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.