Transfer of knowledge in knowledge management systems: unexplored issues and suggested studies

Abstract

The management practice literature is replete with reports of practices being used to motivate a firm's knowledge workers to transfer knowledge into and out of the firm's computer resident knowledge repositories, ie, to participate with commitment in the firm's Knowledge Management System. Unfortunately, little is known with any certainty about which of these practices have what effects under which conditions. It appears that in many cases the practices are ill suited for the particular situations where they are employed, with unknown but perhaps sizeable losses in opportunities foregone because valuable knowledge is not as fully or completely transferred as is possible. In addition, it seems that some of these practices are likely to be interfering with the effectiveness of other practices, just as some drugs interfere with the potentially positive effects of other drugs. About these matters, our knowledge is exceeded by our ignorance. The paper identifies some major problems associated with knowledge transfer, and articulates some of the most important issues associated with these problems. Eight research questions are raised that, if answered with sound studies, would enable organisations to be more effective in their transfer of knowledge.

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