Knowledge Transfer in Organizations: Learning from the Experience of Others

Abstract

In the introduction to this special issue of Organizational Behavior and Human Decision Processes on the psychological foundations of knowledge transfer in organizations, we argue that knowledge transfer is becoming increasingly important in organizations. Organizations that are able to transfer knowledge effectively from one unit to another are more productive and more likely to survive than those that are less adept at knowledge transfer. Although organizations are able to realize remarkable increases in performance through knowledge transfer, successful knowledge transfer is difficult to achieve. The articles in this special issue identify factors affecting knowledge transfer in organizations. These articles provide empirical evidence about effective mechanisms for transferring knowledge as well as about barriers to and facilitators of knowledge transfer. By focusing on the psychological processes that underlie knowledge transfer within a unit and between units within a firm, this special issue complements work in cognitive psychology on knowledge transfer at the individual level of analysis as well as work in strategy and organizational theory on knowledge transfer at the firm or industry levels of analysis. This special issue opens up the “black box” of knowledge transfer in organizations by providing new theory and empirical evidence on the psychological processes that are the foundations for knowledge transfer in organizations.