Antecedents Of Knowledge Transfer Research Articles

A systematic review of the antecedents of knowledge transfer: an actant-object view

PurposeWhile numerous studies have studied knowledge transfer (KT) and endeavored to address factors influencing KT, little effort has been made to integrate the findings of prior studies. This paper aims to classify the literature on KT through a detailed exploration of different perspectives of KT inter and intra organizations.Design/methodology/approachUsing actor–network theory (ANT) as the baseline, we conducted a systematic review of KT research to summarize prior KT studies and classify the influential factors on KT. The review covered 115 empirical articles published between 1987 and 2017.FindingsDrawing on the review and ANT guidelines, the authors proposed a conceptual model to categorize KT constitutes into objects including those related to (1) knowledge, (2) knowledge exchange and (3) technology, as well as actants including those related to (4) organization, (5) team/business unit and (6) knowledge sender/receiver.Research limitations/implicationsAdopting a holistic synthesized approach based on ANT, this research puts forward a valid theoretical foundation on further understanding of KT and its antecedents. Indeed, this paper investigates KT inter and intra organizations to recognize and locate the key antecedents of KT, which is of substantial applicability in today’s knowledge-driven economy.Practical implicationsThe findings advance managers and practitioners’ understanding of the important role of actants and objects and their interplay in KT practices.Originality/valueWhile most studies on KT have a narrow focus, this research contributes to holistic understanding of motivational, behavioral, technological and organizational issues related to KT. It also offers a thorough and context-free literature review on KT, which synthesizes the findings of prior studies on KT.

Knowledge transfer for sustainability

PurposeKnowledge is a fundamental source for sustainability and transfer as it plays a vital role in gaining and maintaining competitive advantage; thus it is imperative to investigate the factors that might impact knowledge transfer (KT). Therefore, the purpose of this paper is to investigate the association between knowledge enablers (organizational culture (OC), information technology (IT) knowledge leadership (KL) and knowledge strategy (KS)) and KT in the Jordanian construction industry.Design/methodology/approachA quantitative research approach was adopted, and structured questionnaire was sent to the employees in the construction industry. An aggregate of 250 surveys were distributed and out of them 195 were obtained, which represented a response rate of 78 percent.FindingsThe results of this paper showed that KS, OC, IT and KL has positive and significant impact on KT.Originality/valueThe study contributes to the literature by empirically testing the antecedents of KT in the Jordanian construction industry. To the best of authors’ knowledge, there are not many studies that incorporate these factors in single model, especially in Jordan.

Conceptualizing knowledge transfer between expatriates and host country nationals: The mediating effect of social capital

AbstractThis paper aims to propose a conceptual model of knowledge transfer by relating two specific personal factors of expatriate and host country national (HCN) dyads as antecedents of knowledge transfer, and mediated by social capital factors. An intensive literature review method was employed to identify and analyse relevant literatures. The paper used a dyadic bi-directional approach in theorizing knowledge transfer by integrating the social capital theory, and the anxiety and uncertainty management theory. The paper considers two personal factors (cultural intelligence and knowledge-seeking behaviour) and two social capital variables (trust and shared vision) as mediators of knowledge transfer. Upon model validation, the paper could offer practical interventions for human resource practitioners and managers to assist multinational corporations towards managing knowledge transfer involving expatriates and HCNs.

Antecedents of knowledge transfer in acquisitions

PurposeThe purpose of this paper is to examine the role of knowledge‐specific, organizational and inter‐organizational antecedents of transfer in business acquisitions. A study gives special attention to the intrinsic nature of knowledge, absorptive capacity of the acquirer and acquiree, and inter‐firm relationships as key antecedents of transfer.Design/methodology/approachA study provides a comprehensive literature review on the antecedents of knowledge transfer in acquisitions. The paper consolidates, annotates and critiques the existing research on knowledge‐related, organizational and inter‐organizational antecedents of transfer in a specific, yet under‐researched context of acquisitions.FindingsThe paper reveals four major limitations of the current body of literature: underestimated role of ambiguous and dynamic nature of knowledge in conceptual frameworks of knowledge transfer; implicit simplifying assumptions about the role of dynamic capabilities of the two combining organizations to absorb knowledge; lack of systemic analysis of antecedents, learning processes and performance outcomes of knowledge transfer; and lack of comparative analysis of acquisitions of different types which may reveal diverse patterns of knowledge transfer. The author calls for future research to use more direct observations, longitudinal data and multiple case study methods, so that dynamics and complexity of the knowledge transfer process in acquisitions is better revealed.Originality/valueAlthough our understanding of the complexities of knowledge transfer in acquisitions has increased dramatically over the past years, there remain sufficient gaps and openings for further research to be addressed. As a major contribution to the field, this paper points to the high explanatory power of knowledge ambiguity, lack of absorptive capacity on behalf of the acquirer and acquiree, and the arduous relationship between the two firms as barriers to knowledge transfer in acquisitions.

A multilevel view on interpersonal knowledge transfer

AbstractKnowledge transfer among employees is a critical enabler of organizational learning. In this article, the direct and moderating effects of the multilevel (i.e., dyadic and individual levels) antecedents of knowledge transfer are examined based on social network and knowledge management research. By analyzing the survey responses from eight R&D groups of five firms using hierarchical linear modeling, we find that structural equivalence significantly influences interpersonal knowledge transfer at the dyadic level, even when strength of ties is controlled. At the individual level, the knowledge recipient's motivational factors such as group identification and the perceived expertise of colleagues show significant effects on knowledge transfer. Finally, the effect of strength of ties at the dyadic level is more influential when the recipient's group identification is low.

ORGANIZATIONAL KNOWLEDGE TRANSFER: A META-ANALYTIC REVIEW OF ITS ANTECEDENTS AND OUTCOMES.

The article presents a review of the literature on knowledge transfer within organizations using meta-analytic techniques, focusing on the antecedents of knowledge transfer. A synopsis of the conce...