Name
Title | ||
|---|---|---|
What Motivates Organisational Knowledge Transfer? Some Lessons From A Uk-Based Multinational |
Abstract | ||
|---|---|---|
The transfer of knowledge is an important task of contemporary organisations. In the knowledge-based economy, more and more organisations have increasingly recognised and encouraged the value of knowledge transfer. However, there is sometimes a tendency to horde knowledge, perhaps through fear of losing power or through uncertainty over job security. In this paper, we consider the motivators of knowledge transfer based on an empirical study carried out in part of a UK multinational, IBM Laboratories, in which the atmosphere appeared conducive to knowledge sharing, and knowledge transfer appeared voluntary and spontaneous. The paper questions why members of an organisation like IBM might be enthusiastic about the transfer of knowledge among themselves. The paper investigates the motivating factors that encourage the transfer of knowledge. A number of motivators underlying knowledge transfer are identified. |
Year | DOI | Venue |
|---|---|---|
2006 | 10.1142/S0219649206001414 | JOURNAL OF INFORMATION & KNOWLEDGE MANAGEMENT |
Keywords | Field | DocType |
Organisational knowledge, knowledge transfer, power, knowledge management, motivation | IBM,Knowledge sharing,Computer science,Personal knowledge management,Knowledge economy,Knowledge transfer,Knowledge management,Knowledge value chain,Organizational learning,Management science,Empirical research | Journal |
Volume | Issue | ISSN |
5 | 2 | 0219-6492 |
Citations | PageRank | References |
7 | 0.58 | 3 |
Authors | ||
3 | ||
Name | Order | Citations | PageRank |
|---|---|---|---|
| Sajjad M. Jasimuddin | 1 | 77 | 7.61 |
| N. A. D. Connell | 2 | 81 | 7.40 |
| Jonathan H. Klein | 3 | 70 | 5.10 |