The role and contribution of an intermediary organisation in the implementation of an interactive knowledge transfer model

Abstract

Despite enthusiasm for the use of intermediation as a knowledge transfer strategy, there is little research documenting the conditions for its success. This article addresses the role of the intermediary in a collaborative research project. The focus is on how the intermediary facilitates the implementation of an interactive knowledge transfer model. Using a case study as part of a research strategy, we demonstrate that the success of a collaborative research project rests on the credibility and legitimacy of the intermediary, as well as its ability to encourage the involvement of all stakeholders. In fact, the collaborative leadership demonstrated by the intermediary helped to reconcile the various motivations of the project’s stakeholders as well as their views of the project’s usefulness.