Abstract
In this chapter, the concept of knowledge flow is presented from a broad perspective. First, the term of knowledge transfer is explained and on this basis, the concept of knowledge flow is defined. Second, the relations between knowledge flow and the following phenomena are explained: knowledge sharing, perception of resources and streams in organizations and workflow. Third, the subject of knowledge flow and its stages are discussed, together with the relation of knowledge flow with technologies and the flow of data and information. Fourth, the taxonomy of knowledge flows is proposed, based on the following dimensions: flow direction, flow duration, time constraints, flow location, relationship between the sender and recipient of knowledge, flow level, flow planning, flow formalism and the initiating party (push/pull approach), form of knowledge, area of knowledge, the relevance of knowledge. In the final section, the factors influencing knowledge flows are described within three categories: human factors (e.g. function in the organization; sender and recipient motivation; recipient’s absorption and retention capacity or trust), technical factors (e.g. having time; having technical skills; the ambiguity of knowledge or lack of knowledge verification) and organizational factors (e.g. size of the organization; organizational context; organizational relations or organizational structure). All these aspects are crucial especially in the context of the knowledge-intensive business services (KIBS) companies and various knowledge flows taking place inside and outside these companies.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
The voluntary transfer of knowledge is important in the sense that if a participant does not wish to transfer or receive knowledge, the transfer cannot take place. For example, if employee X gives employee Y a document that employee Y does not want to read, the transfer will fail. Similarly, if worker X needs knowledge from worker Y and the latter does not want to pass it on to him, there will be no knowledge transfer either.
- 2.
Business Dictionary, http://www.businessdictionary.com/definition/workflow.html (date of access: 06.11.2017).
- 3.
Although these researchers analysed the transfer of knowledge between subsidiaries of multinational corporations, the factors they identified may also be applied to the analysis of knowledge flows within other organizations, as well as between organizations and their environment.
- 4.
Homophilia—the degree to which two or more people who interact with each other is similar in some characteristics, such as beliefs, education, social status, etc. The greater the similarity between two individuals, the greater the potential knowledge gain, more effective shaping of the approach and more visible change of behaviour (Rogers, 1995, pp. 18–19).
- 5.
These factors are related to the sterile organizational context indicated by Szulanski (1996) and to burdensome relations.
References
Al-Alawi, A. I., Al-Marzooqi, N. Y., & Mohammed, Y. F. (2007). Organizational culture and knowledge sharing: Critical success factors. Journal of Knowledge Management, 11(2), 22–42. https://doi.org/10.1108/13673270710738898
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on and innovation learning. Administrative Science Quarterly, 35(1), 128–152.
Cunningham, J., Seaman, C., & McGuire, D. (2016). Knowledge sharing in small family firms: A leadership perspective. Journal of Family Business Strategy, 7(1), 34–46. https://doi.org/10.1016/j.jfbs.2015.10.002
Currás, E. (2010). Ontologies, taxonomies and thesauri in systems science and systematics. In Ontologies, taxonomies and thesauri in systems science and systematics. Chandos Publishing. https://doi.org/10.1016/B978-1-84334-612-8.50001-6
Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business Press.
DeCarolis, D. M., & Deeds, D. L. (1999). The impact of stocks and flows of organizational knowledge on firm performance: An empirical investigation of the biotechnology industry. Strategic Management Journal, 20(10), 953–968. https://doi.org/10.1002/(SICI)1097-0266(199910)20:10<953::AID-SMJ59>3.0.CO;2-3
Dierickx, I., & Cool, K. (1989). Asset stock accumulation and the sustainability of competitive advantage: Reply. Management Science, 35(12), 1514–1514. https://doi.org/10.1287/mnsc.35.12.1514
Goh, S. C. (2002). Managing effective knowledge transfer: An integrative framework and some practice implications. Journal of Knowledge Management, 6(1), 23–30. https://doi.org/10.1108/13673270210417664
Grant, R. M. (1996). Toward a knowledge-based thoery of the firm. Strategic Management Journal, 17, 109–122.
Gupta, A. K., & Govindarajan, V. (2000). Knowledge flows within multinational corporations. Strategic Management Journal, 496(August 1999), 473–496. https://doi.org/10.1002/(sici)1097-0266(200004)21:4%3C473::aid-smj84%3E3.0.co;2-i
Gupta, S. K. (2008). A process-based classification of knowledge maps and application examples. Knowledge and Process Management, 15(1), 59–71. https://doi.org/10.1002/kpm
Holsapple, C. W. (Ed.). (2003). Handbook on knowledge management 1. Knowledge matters. Springer Verlag.
Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge? Harvard Business Review, 72(2), 106–116. https://doi.org/Article
Hsu, M.-H., & Chang, C.-M. (2014). Examining interpersonal trust as a facilitator and uncertainty as an inhibitor of intra-organisational knowledge sharing. Information Systems Journal, 24(2), 119–142. https://doi.org/10.1111/isj.12000
Inkpen, A. C., & Dinur, A. (1998). Knowledge management processes and international joint ventures. Organization Science, 9(4), 454–468. https://doi.org/10.1300/J042v05n01_10
Kowalczyk, A., & Nogalski, B. (2007). Zarządzanie wiedzą. Koncepcja i narzędzia. Difin.
Lambe, P. (2007). Organising knowledge: Taxonomies, knowledge and organisational effectiveness. Chandos Publishing.
Leistner, F. (2011). Mastering organizational knowledge flow. John Wiley & Sons.
Malamed, C. (2016). Strategies for tacit knowledge transfer. The E-Learning Coach. http://theelearningcoach.com/learning/tacit-knowledge-transfer/
McDermott, R., & O’Dell, C. (2001). Overcoming cultural barriers to sharing knowledge. Journal of Knowledge Management, 5, 76–85. https://doi.org/10.1108/13673270110384428
Nissen, M. E. (2005). Dynamic knowledge patterns to inform design: A field study of knowledge stocks and flows in an extreme organization. Journal of Management Information Systems, 22(3), 225–263. https://doi.org/10.2753/MIS0742-1222220308
Nissen, M. E. (2006). Harnessing knowledge dynamics: Principled organizational knowing & learning. IRM Press.
Nissen, M. E., & Bordetsky, A. (2011). Leveraging mobile network technologies to accelerate tacit knowledge flows across organisations and distances. In G. Trentin (Ed.), Technology and knowledge flows: The power of networks (pp. 1–25).
Pellini, A., & Jones, H. (2011). Knowledge taxonomies - A literature review (Issue May). http://www.odi.org.uk/resources/details.asp?id=5753&title=knowledge-taxonomies-literature-review&utm_source=ODI_Update&utm_medium=feed&utm_campaign=Google+Reader
Prusak, L. (2003). Accessed April 12, 2020, from http://www.gurteen.com/gurteen/gurteen.nsf/id/L001064/
Rogers, E. M. (1995). Diffusion of innovations. Free Press.
Sveiby, K. (2001). A knowledge-based theory of the firm to guide in strategy formulation. Journal of Intellectual Capital, 2(4), 344–358.
Szulanski, G. (1996). Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(1), 27–43. https://doi.org/10.1007/s13398-014-0173-7.2
Trentin, G. (Ed.). (2011). Technology and knowledge flow. The power of networks. Chandos Publishing. https://doi.org/10.1016/B978-1-84334-646-3.50001-0
Tseng, C. P., Chang, M. L., & Chen, C. W. (2012). Human factors of knowledge sharing intention among taiwanese enterprises: A preliminary study. Human Factors and Ergonomics in Manufacturing, 22(4), 328–339. https://doi.org/10.1002/hfm
von Hippel, E. (1999). “Sticky information” and the locus of problem solving: Implications for innovation. Management Science, 40(4).
Wong, K. Y. (2005). Critical success factors for implementing knowledge management in small and medium enterprises. Industrial Management & Data Systems, 105(3), 261–279. https://doi.org/10.1108/02635570510590101
Zhuge, H. (2002). Knowledge flow management for distributed team team software development. Knowledge-Based Systems, 15(8), 465–471. https://doi.org/10.1016/S0950-7051(02)00031-X
Zieba, M., Bolisani, E., & Scarso, E. (2016). Emergent approach to knowledge management by small companies: Multiple case-study research. Journal of Knowledge Management, 20(2), 292–307. https://doi.org/10.1108/JKM-07-2015-0271
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2021 Springer Nature Switzerland AG
About this chapter
Cite this chapter
Zieba, M. (2021). Knowledge Transfer and Knowledge Flows. In: Understanding Knowledge-Intensive Business Services. Knowledge Management and Organizational Learning, vol 10. Springer, Cham. https://doi.org/10.1007/978-3-030-75618-5_2
Download citation
DOI: https://doi.org/10.1007/978-3-030-75618-5_2
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-75617-8
Online ISBN: 978-3-030-75618-5
eBook Packages: Business and ManagementBusiness and Management (R0)