Abstract
Knowledge and knowledge management are popular phrases these days. Despite the increased sophistication of knowledge management projects and of knowledge management theory development, the information technology‐led perspective dominates. Knowledge transfer is about connection not collection, and that connection ultimately depends on choice made by individuals. There are many mechanisms that enable knowledge transfer, but these mechanisms, such as information technology, are only tools. Despite it presenting a seemingly more complex approach, the behavioural choice of people is the key to the success of knowledge transfer. Whether this can be successful as an additional “program” in our organisations, or whether a new strategic approach is required, is a matter of debate. However, the development of knowledge management as a discipline gives us the opportunity to model, by engaging in dialogue, the dynamic interpersonal process of knowledge transfer. Furthermore, such discussions can help increase the profile of “people‐centred” strategic thinking.
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