<p>Background: Though small enterprises are regarded as engine for the modern economy, they are not pioneers when it comes to implementing new advances like tacit knowledge transfer procedures. Tacit knowledge is often referred as skill, know-how and expertise which are embedded in each individual in an organization. The critical skills and competences of employees are intangible assets and firms’ intellectual resources. In this context, the tacit dimension of knowledge is potentially important to be transferred among individuals, either in tacit or explicit form, to build the core capabilities of small enterprises.</p><p>Problem Discussion: The existent Knowledge Management (KM) research has been mainly focused on big companies, providing little information for small enterprises. Authors believe the lack of attention that those small enterprises are putting on the strategic management of their knowledge is worrying. Tacit knowledge is one of the less explored areas within KM due to the difficulty to codify, formulate or express it. Despite this fact, it is perceived as “some kind of Holy Grail that will enable magnificent things to happen as soon as the codes of tacit knowledge have been deciphered”.</p><p>Purpose: The purpose of this study is to increase the understanding of the transference of tacit knowledge among individuals within small segment of small enterprises.</p><p>Method: To gather the information pertaining to tacit knowledge transfer in the small segment of small enterprises, authors have performed a qualitative and explanatory research by conducting several interviews with two small companies.</p><p>Result: Tacit to tacit knowledge transfer has been identified as more relevant than tacit to explicit conversion in the small segment of small enterprises. Therefore the main drivers of the transference of tacit knowledge are learning at personal level and common culture. Time, cost and distance have been recognized as major problems for small enterprises when transferring tacit knowledge.</p>

<p>The global competition and as the worldwide market has become more open a company’s ability to outsource activities to external companies based in other countries, i.e. offshore outsourcing, has increased dramatically. Companies are starting to transfer higher value-added activities that require certain skills, domain knowledge and experience, i.e. Knowledge Process Outsourcing (KPO). These activities are getting more difficult and complex to manage compared with standardised activities such as payroll, and predict another kind of co-operation and communication between the companies. When the sender and receiver are based in different context, such as organisational and cultural, other aspects might be added to the difficulty. The purpose of this thesis is to describe, and analyse knowledge transfer in a cross cultural context based on three categories identified in the theoretical framework: character of knowledge, distances between sending and receiving context and mutual understanding. Also to answer how cultural differences might affect the knowledge transfer process. The objective of this study is mainly from a Swedish R&D company’s perspective that has an established relation with an external consultancy company based in India. The activities are within the area of dynamical changing software development of complex, communication and knowledge intensive products.</p><p>A qualitative case study has been performed based on open target interviews. The findings show that the character of knowledge is an important factor to consider when establishing the knowledge transfer process. It was a need to transfer knowledge not only related to the product itself but also knowledge embedded in organisational routines, processes, practises and norms. This is related to distances between sending and receiving context: organisational and knowledge differences shown in organisational skills and previous experience, and cultural differences mainly visible in communication such as raising problems and an expected top-down approach by managers. The geographical distance adds to the difficulty due to the missing face-to-face contact. The sending company must therefore be very active and can not just expect the receiving company to handle the activity, and especially when the companies’ prerequisites differ as much as in this case. Culture awareness and mutual understanding are factors that improve knowledge transfer.</p>

<p>Increased globalization has come with it increased competition, multitude of international competitors, dramatic and frequent changes in customer tastes, shorter product life cycles, and frequent and rapid technological/product upgrading. Resultant competitive pressures have led to the emergence of two trends among some firms and industries. Firstly, there is an increased premium placed on the role of continuous learning and knowledge accumulation as the most dependable base for sustainable competitive advantage in today’s dynamic global markets. Secondly, there is increased trend towards organizing more economic activities as distinct projects. The above two trends provides both opportunities and challenges for any firms, especially project-based firms (PBFs). A number of past researches have emphasized the importance of investment in interproject learning as a means to foster continuous upgrading of project competencies. This is equally applicable to more knowledge intensive project-based firms in the Consultancy services sector. However, no study had been done in Sweden on Consultancy firms, from the perspective that they are project-based firms.</p><p>This study explores, describes and analyzes the various characteristics of interproject learning mechanisms and project competencies found in a sample of consulting firms in Sweden. The study focuses on the perceived importance of different interproject learning mechanisms and their perceived impact in developing project competencies in consulting firms. The study interrogates the ‘perceptions’ of ‘key’ informed project management practitioners, who have experience of managing consulting projects. Their perceptions about project activities in their respective firms helped capture a ‘managerial’ view, as well as, provide ‘expert’ opinion.</p><p>The study find that the most highly ranked and valued interproject learning mechanisms involved some degree of face-to-face interactions. Learning mechanisms that enable the capture, storage and transfer of explicit knowledge, though important, were not ranked highly in importance as person-to-person communication. The difference might be due to the efficient way the latter mechanisms have in transferring socially embedded and context-dependant tacit knowledge, which comprise a large part of knowledge applied in projects. Most of the respondents seem to indicate that their respective firms emphasized development of project competencies that were underpinned by ‘product knowledge’, which emphasize capabilities to deliver short-term project goals (i.e., delivering a particular service/product on a certain date). Respective firms didn’t seem to invest more in project competencies that are underpinned by ‘process knowledge’. The latter is aimed at long-term continuous improvement of project processes, which in turn has impact on developing dynamic competitive advantage. With regard to organizational learning infrastructure needed to support interproject learning and the development of project competencies, the results from the survey provides a mixed picture. While some firms had put in place a series of well implemented organizational structures, procedures, processes and routines to support interproject learning, some other learning supporting infrastructure were not that well implemented (i.e., explicit scheduling of time to do ‘reflections’ during project execution, emerging of a ‘no blame’ culture, instilling a culture of experimentations). Based on our research findings, a number of recommendations are outlined.</p>

<p>This paper investigates formal mechanisms of knowledge transfer and assimilation in Large Cap companies listed on the Nordic Exchange, as well as potential reasons to why formal mechanisms are not used or implemented. The findings, that are consistent with previous research on the subject, indicate that formal mechanisms like reports, seminars, meetings, workshops, IT based systems, and rewards to motivate and stimulate knowledge transfer and assimilation, are in general not used. Investigate potential explanations to why formal mechanisms are not implemented or used are related to the tacit nature of knowledge, the organizational culture and structure, as well as the absence of interest, initiatives and structures.  </p>

<p>This thesis examines which processes enable knowledge transfer and which factors affect the transfer of knowledge from a repatriate to the home office within management consulting services. The results from one firm engaging in management consulting activities in Sweden suggest that the prime process for knowledge transfer is through providing post-repatriation assignments, which requires the repatriate to use the acquired knowledge and to cooperate with coworkers and thus share the knowledge. The main factors affecting the knowledge transfer are a corporate culture and a strategy which promote teamwork and sharing. The study indicates that the studied firm has a pragmatic view of sharing knowledge; knowledge is shared when it is used, and all efforts should in the end gain the firm's clients.</p>

Background: In today’s highly competitive business environment, knowledge is viewed as a key strategic resource. The privatization process of telecom operators in different countries created a demand in telecom management skills, and Swedish companies like Swedtel AB became involved in exporting and transferring their knowledge and management skills. Purpose: The purpose of this thesis paper is to identify all stages (from origins to final destination) of the Knowledge Transfer process and to contribute to the understanding about the mechanism of Knowledge Transfer between organizations. Scope: This research is limited to the investigation of the transfer process of strategic management knowledge from consulting company Swedtel AB to privatized telecom companies in Lithuania (Lietuvos Telekomas) and Nicaragua (Enitel). Results: Theoretical model of Knowledge Transfer was identified and tested. The model of this research was only partially supported: processes were identified in practice as described by the theory, however model required modifications in order to better reflect the reality.

Background: Competence development has become more important since the pressure on effectiveness is increasing and organisations are expected to constantly improvement. The design of the competence development activities is governed by the strategy which in turn will affect the outcome of the same. A knowledge intense business in which changes recently have taken place is healthcare, a business in which competition also has increased as a result from globalization. Due to this, it is highly important to take care of and improve the competence of individuals. According to this, we have found that healthcare is an interesting business to study with regard to competence development. Purpose: The purpose of this study is to increase the understanding of how competence development is handled from an international perspective. Method: The thesis has a qualitative approach where interviews have taken place, in Sweden as well as in England. The analysis is based upon theories in combination which empirical findings. Result: We have found that the two organisations are good at developing individual competence. Although, there are difficulties in taking care of and spread the competence that is gained mainly through formal activities, this problem is also called the transfer problem. One way to increase the awareness of the problem is to develop an explicit strategy for competence development. It is important that this strategy reflects the needs of the organisation and that the activities are adjusted in accordance to this.

It has been stated in many studies that MNCs are in the position of transferring and combining market knowledge and by doing so are creating a competitive edge on national firms. In addition, research has also pointed out the expatriates as one of the most important vehicles for transporting this knowledge. However, recent studies have indicated that there is a gap between what the expatriate learn and what their organization as a whole learn from the expatriates’ international assignments. This study therefore investigates if Nordic MNC’s use mechanisms to assimilate the knowledge expatriates have gained on their international assignments. The findings from 39 Large Cap companies indicate that the participating MNCs do not use mechanisms of knowledge assimilation in any wider sense. Formal methods of sharing knowledge, for example through reports, seminars or IT systems were not common in the studied MNCs nor were informal mechanisms such as fostering a common knowledge sharing vision within the MNC. The findings suggest that the most commonly used methods of assimilating repatriate knowledge are informal in forms of assigning the repatriates to positions that take advantage of their international knowledge and by using different forms of mentoring systems.

Syftet med denna kandidatuppsats är att undersöka vilka förutsättningar som finns för kunskapsöverföring i ett specifikt kunskapsintensivt företag. I en organisation vars lönsamhet är beroende av att kunskap överförs, finns det hinder som beror på individens egenintressen att utöva makt inom organisationen? En analysmodell, som utarbetats efter den teoretiska referensramen, används för att avgöra hur kunskapsmakten påverkar överföringen av kunskap genom att studera förutsättningar för kunskapsöverföring. Ur modellen kan eventuella hinder för överföringen analyseras och därigenom kan resonemang föras kring om det finns en ovilja eller oförmåga att dela med sig av kunskap. En kvalitativ studie har utförts genom intervjuer med utvalda representanter från ett kunskapsintensivt företag. Resultat från undersökningen visar att kunskap är en viktig källa till makt inom företaget och att organisationen arbetar aktivt med kunskapsöverföring. Förutsättningarna för att kunskap skulle kunna överföras var uppfyllda, i alla fall till stor del. Några direkta hinder för kunskapsöverföring i det specifika fall som studerats har alltså inte identifierats. / The purpose of this thesis is to examine the current conditions around knowledge transfer in a specific knowledge-intensive company. In an organization that is dependent on knowledge transfer, are there any obstructions due to an individual's self-interest in retaining power that affect how knowledge is transferred internally? To determine if employees hoard their knowledge in order to stay in a power position, the transfer process is analyzed in depth to see if it is lacking due to the employees disinclination towards the transfering of knowledge or an inability to do so. A qualitative study was conducted through interviews with representatives from this specific knowledge-intensive company. The results from the interviews suggest that knowledge is in fact a source of power in this specific organization and the interviewees showed an awareness of the fact that knowledge transfer is crucial in order to stay successful. The conditions for knowledge transfer were greatly met and the results did not indicate any explicit evidence of individuals hoarding their knowledge in order to remain in a power position.

Multinational corporations (MNCs) are increasingly competing on their ability to utilise knowledge sourced from various parts of the world. In order to draw full advantage of a multinational presence, harnessing the potential of peripheral knowledge assets is a main strategic imperative. This thesis examines an activity that is central to MNCs use of such peripheral knowledge assets, namely the transfer of knowledge from one subunit to another. The knowledge transfer problem is approached in two ways: the extent to which subunits engage in knowledge transfer to other units in the organisation and the performance of knowledge transfer projects. The evidence provided in this thesis is derived from the analyses of quantitative data collected in two separate projects. A central argument concerns the importance of studying performance of knowledge transfer projects. Knowledge transfer is seen as distinct and purposeful projects. It is suggested that the performance of these transfer projects can be evaluated along the dimensions of transfer efficiency and transfer effectiveness. Results indicate that the extent to which subunits transfer knowledge to other MNC subunits is influenced by the presence of lateral integrative mechanisms as well as the presence of incentives to engage in knowledge transfer and subunit socialisation. Moreover, the operational structure of the subunit influences the extent of outbound knowledge transfer. The present evidence also suggests that subunit capabilities to knowledge transfer can be developed by accumulation of transfer experiences. However, even if subunits engage in knowledge transfer to an increasing degree, it is not self-evident that they become better at the task. In particular, these capabilities seem to be specific to source-recipient dyads, i.e. only experience from previous interactions in this dyad increase transfer performance. Evidence also suggests that authoritative pressure and centralised formal structures can lead to superficial collaboration in knowledge transfer. Finally, it is shown that despite the past years increasing interest in inter-firm networking as means to develop and access knowledge to innovative processes, such external interaction in subunits may compromise the possibilities to subsequently transfer the newly developed knowledge to be exploited in other parts of the MNC.