Dixon NBrings the clarity and rigour of an academic to research with a number of large organizations, such as BP Amoco, Ford, Texas Instruments and the US Army. Identifies five main types of knowledge transfer: – serial transfer: when the same team moves from one task to the next, building up knowledge as it goes on; near transfer: one team passing on explicit knowledge to another team undertaking a similar task; far transfer: tacit knowledge about non-routine tasks being made available to teams in other parts of the organization; strategic transfer: harnessing the collective knowledge of the organization for a strategic task; expert tranfer: seeking internal experts to answer specific technical questions. Examines the dynamics of these processes, using case studies to bring each knowledge transfer type alive. Focuses on how to capture knowledge and disseminate it, with little attention paid to the receptivity of the audience. Challenges a widely accepted view that it is necessary first to create a learning culture before the exchange of knowledge can happen. Argues that there are a number of ways in which an organization could transfer its most critical knowledge – some that require technology and many that don’t.
Published by Harvard Business School Press March 2000. . ISBN: 0875849040 Price: 19 pounds 95p