Information Knowledge Transfer Research Articles

The influence of informal mechanisms of university knowledge transfer on firm level innovation performance: an empirical analysis in Ghana

ABSTRACT This study seeks to investigate firm-level innovation, exploring whether social relationships located in knowledge networks influence the transfer of university knowledge to Ghanaian firms. Firms’ informal relationships with universities have been under-researched in developing economies. The extant literature suggests that informal relationships in the context of economies with advanced regional and national innovation systems have a positive association with firm level innovation performance. The research project employs a cross-sectional survey of 245 firms in Ghana. The aim of the project is to explore the influence of informal mechanisms of university knowledge transfer on firm level innovation performance in Ghana. The study adopts a structural model with partial least squares as an analytical technique. The findings reveal that to deliver positive results in a firm’s innovation performance by informal means, a well-coordinated social system to attract research knowledge from all aspects of the university system is required. The research project’s implications for Ghana’s innovation system include a need to be aware of the impact of corruption and lack of intellectual property rights on the efficacy informal knowledge transfer.

Knowledge Transfer Linkages, Research Quality, and the Early Performance of Academic Spin-offs

The purpose of this study is to examine whether, and under which conditions, knowledge transfer from a public research organization (PRO) determines the early performance of academic spin-offs. Distinguishing between three different types of knowledge transfer linkages between a parent PRO and its spin-off firms (i.e., formal, informal, combinatory), we study the parent PRO’s research quality at the time of spin-off creation as a moderator of the knowledge transfer-performance link. The analysis is based on a sample of 133 companies spun off from German universities and public research institutes. The data reveal that formal, informal, and combinatory knowledge transfer positively predict the early performance of academic spin-offs. Performance effects of informal and combinatory knowledge transfer further depend on the research quality of the parent PRO.

The ERP post-implementation stage: a knowledge transfer challenge

This paper examines the knowledge transfer process in ERP post-implementation projects, and specifically between the ERP project teams and the IT support team. Case studies were conducted in three large organizations and data was collected via semi-structured interviews. Descriptive and graphical representations were used to analyze knowledge transfer processes for each case and a cross-case analysis was performed. Results from this exploratory study shed light on the relation between the ERP evolution structure and the use of knowledge transfer mechanisms based on different types of knowledge (functional and technical). This paper highlights the necessity of relying on both formal and informal knowledge transfer mechanisms to cover recurring and ad hoc exchanges between the different stakeholders responsible for the evolution of an ERP. The paper also highlights the impact of the ERP integrator and its different inclusion strategies that are critical for the knowledge being shared by the ERP project stakeholders.

Promoting inter-organisational knowledge sharing: A qualitative evaluation of England's Global Digital Exemplar and Fast Follower Programme.

The Global Digital Exemplar (GDE) Programme was designed to promote the digitisation of hospital services in England. Selected provider organisations that were reasonably digitally-mature were funded with the expectation that they would achieve internationally recognised levels of excellence and act as exemplars ('GDE sites') and share their learning with somewhat less digitally-mature Fast Follower (FF) sites. This paper explores how partnerships between GDE and FF sites have promoted knowledge sharing and learning between organisations. We conducted an independent qualitative longitudinal evaluation of the GDE Programme, collecting data across 36 provider organisations (including acute, mental health and speciality), 12 of which we studied as in-depth ethnographic case studies. We used a combination of semi-structured interviews with programme leads, vendors and national policy leads, non-participant observations of meetings and workshops, and analysed national and local documents. This allowed us to explore both how inter-organisational learning and knowledge sharing was planned, and how it played out in practice. Thematic qualitative analysis, combining findings from diverse data sources, was facilitated by NVivo 11 and drew on sociotechnical systems theory. Formally established GDE and FF partnerships were perceived to enhance learning and accelerate adoption of technologies in most pairings. They were seen to be most successful where they had encouraged, and were supported by, informal knowledge networking, driven by the mutual benefits of information sharing. Informal networking was enhanced where the benefits were maximised (for example where paired sites had implemented the same technological system) and networking costs minimised (for example by geographical proximity, prior links and institutional alignment). Although the intervention anticipated uni-directional learning between exemplar sites and 'followers', in most cases we observed a two-way flow of information, with GDEs also learning from FFs, through informal networking which also extended to other health service providers outside the Programme. The efforts of the GDE Programme to establish a learning ecosystem has enhanced the profile of shared learning within the NHS. Inter-organisational partnerships have produced significant gains for both follower (FF) and exemplar (GDE) sites. Formal linkages were most effective where they had facilitated, and were supported by, informal networking. Informal networking was driven by the mutual benefits of information sharing and was optimised where sites were well aligned in terms of technology, geography and culture. Misalignments that created barriers to networking between organisations in a few cases were attributed to inappropriate choice of partners. Policy makers seeking to promote learning through centrally directed mechanisms need to create a framework that enables networking and informal knowledge transfer, allowing local organisations to develop bottom-up collaboration and exchanges, where they are productive, in an organic manner.

Integrating mental health care into home-based nursing services: A qualitative study utilising normalisation process theory.

To identify barriers and facilitators to implementing community nurses being trained as psychological wellbeing practitioners and integrating this practice into home-based primary care nursing, through key stakeholders' perceptions. Current drivers in UK primary care aim to increase access to mental health services and treatment, to achieve parity of esteem between physical and mental health care for patients who are housebound. However, there remains limited evidence on how to successfully implement this. Training community nurses as psychological wellbeing practitioners to offer mental health care alongside their current home-based services is one option. A pluralistic qualitative study. This study followed the COREQ checklist for reporting qualitative research. Twenty key stakeholders were purposively recruited and interviewed including twelve health professionals and eight patients. Semi-structured interviews were analysed using a theoretical thematic analysis informed by normalisation process theory concepts of coherence, cognitive participation, collective action and reflexive monitoring, to explore the barriers and facilitators to implementation. Staff and patients reported high coherence and cognitive participation, valuing the integrated roles. Facilitators included the development of clearer referral pathways and increased mental health knowledge in the wider team. However, sustainability and current siloed healthcare systems were identified as barriers to implementation. A key obstacle to long-term implementation was the practical structures and financial boundaries of siloed healthcare systems, making long-term sustainability unviable. Community nurses with additional mental health training can integrate these skills in practice and are valued by their team and patients offering holistic care to patients within their home and informal knowledge transfer to the wider team. However, long-term sustainability is required if this is to be adopted routinely. Further evidence is needed to better understand the positive outcomes to patients and potential cost savings.

Organizational practices that enable and disable knowledge transfer: The case of a public sector project-based organization

Project-based organizations (PBOs) are framed in a dynamic bi-directional interaction between the permanent organization and its temporary units (projects). The study of knowledge transfer in PBOs has focused exclusively on the knowledge transfer practices held at the realm of the temporary units; however, we still need to understand how the permanent organization can enable this knowledge transfer process. Using a deductive-inductive approach and exploring the case of a division managed as PBO in a provincial government agency in Canada, we analyzed how the practices led by the permanent organization enable the actual knowledge transfer across projects. We found that different practices conducted at the level of the permanent organization were enabling or disabling the performance of formal and informal knowledge transfer practices executed at the temporary units. In this work we show how by distorting the goal of the formal knowledge transfer practices the permanent organization pushed the project team members to the use of informal knowledge practices to overcome this flaw. We argue that a balanced deployment of formal and informal knowledge transfer practices not only can boost knowledge transfer but also can reinforce the temporary organizations’ embeddedness within the permanent organization.

Compliance with Building Material Specifications among Informal Skilled Construction Workers in Dar es Salaam, Tanzania

Informal construction workers rarely comply with Building Material Specifications (BMSs) due to incompetence emanating from knowledge gaps, cost reduction strategies among clients, poor material use and lack of quality checks and control mechanisms. Based on logistic regression model results on the relationship between compliance and knowledge transfer on BMSs, this study has noted a mismatch between informal knowledge transfer practices and compliance with BMSs during construction. This mismatch is partly attributed to inappropriate knowledge transfer on BMSs. Compliance with BMSs is mainly driven by appropriate knowledge transfer and trainer-trainee agreement for effective knowledge transfer. The "carrots and sticks" approaches to enforcing compliance with BMSs among informal craftsmen have marginal effect on the ultimate compliance behaviour of craftsmen. The conclusion is that although social capital through social network is considered useful for knowledge transfer it does little to induce internalisation of knowledge on BMSs leading to non-compliance. That is, positive attribute of knowledge transfer may not necessary yield positive compliance levels. However, since this argument is strongly tied to compliance as measured along instrumental, normative and constraints dimension, it may slightly change in an environment where habits and routine have a major role to play in construction practices.

Informal repatriate knowledge transfer: a qualitative analysis of Malaysian corporate executives

PurposeThis paper examines how informal knowledge transfer processes unfold during the repatriation of Malaysian executives. The goal is to develop a repatriate knowledge transfer process model, explaining the informal process through which repatriates make decisions about and transfer newly acquired knowledge.Design/methodology/approachGiven the unexplored nature of the informal knowledge transfer process the study investigates, this research adopts an exploratory qualitative research approach using interview data from 10 Malaysian corporate executives over a period of 14 months, covering prerepatriation and postrepatriation stages.FindingsThe findings indicate that from the repatriates' perspectives, the process flows during repatriates' knowledge transfer depend on the ability and motivation of repatriates, as well as their opportunity to communicate the newly acquired knowledge to their home country organization. We likewise learned that the repatriates' ability to overcome repatriate adjustment and knowledge transfer challenges is crucial in order for them to proactively initiate informal knowledge transfer.Practical implicationsThis research is significant as it will assist current and future expatriates to plan and prepare for repatriation and eventual knowledge transfer. The findings will also be useful to organizations that employ repatriates in preparing action plans for repatriation rather than solely focusing on expatriation.Originality/valueResearch and practice formally argue that expatriates are expected to transfer knowledge from the home country organization to the host country organization. While on assignment, expatriates become exposed to various types of new knowledge during the assignment, setting them up to disseminate this newly acquired knowledge to their home country organization upon repatriation – however, knowledge transfer upon repatriation is largely informal. This paper examines how this informal knowledge transfer process unfolds in the repatriation context over a period of 14 months by qualitatively tracing the experiences of 10 Malaysian corporate executives.

IMPACT OF THE USE OF KNOWLEDGE OBTAINED THROUGH INFORMAL EXCHANGES ON THE PERFORMANCE OF INNOVATION PROJECTS: FOR THE ENRICHMENT OF INBOUND OPEN INNOVATION PRACTICES

This study aims to examine the relationship between the acquisition of knowledge through informal channels and performance of innovation projects. We propose that three forms of informal knowledge exchange, namely, knowledge sharing, knowledge presentation and knowledge transfer, positively impact the perceived performance of innovation projects. A survey of 360 individuals involved in innovation projects whose answers were analysed with PLSs reveals that knowledge, obtained through knowledge sharing and knowledge transfer with third parties outside the company by informal route and the simultaneous use of an innovation intermediary as part of these informal exchanges, positively impacts the three elements that have been chosen to measure the operational performance of innovation projects, namely, cost, time and quality. These results provide major contributions to the academic and managerial point of view and open up new vistas for research that derived directly from the demonstration that open innovation not only has to relay on formal agreements, but also to take into account the informal way of knowledge acquisition.

Understanding and managing knowledge transfer for customers in IT adoption

PurposeThe purpose of this paper is to advance information technology (IT) adoption research and practice by investigating the process of knowledge transfer (KT) undertaken by suppliers of IT innovations. The authors expound the intricacies of formal and informal mechanisms of the KT initiative that aims at augmenting the absorptive capacity (ACAP) of potential IT adopters with the objective of increasing the likelihood of adoption of new IT products or services.Design/methodology/approachThe authors draw on case studies of ten IT suppliers to build on the limited research on KT for customers in IT adoption. The authors focus on the for customer type of KT from the standpoint of the IT supplier firm.FindingsThe authors’ results show that complexity of the IT product or service increases the reliance on formal and systematic KT initiatives. This paper also shows that there is a required minimum threshold level of initial customers’ ACAP in order for the KT initiative to be worthwhile for the supplier, especially for those offering complex IT products and services. However, IT suppliers were found to limit their reliance on KT when they believed that customers that became too knowledgeable might threaten the innovation’s diffusion.Research limitations/implicationsSince the authors’ case firms represented innovation suppliers, future studies should investigate customer-supplier dyads to explore and integrate the customer’s perspective in the analysis of the KT process. To this end, longitudinal studies would also provide immense insights into the KT process and how it evolves over time.Originality/valueThe main contribution of this paper consists of illuminating the workings of KT initiatives aimed at existing and potential customers from the standpoint of the IT innovation supplier. By focusing on the for customers aspect of KT, this paper advances the authors’ understanding of why and how IT suppliers should resort to formal vs informal KT mechanisms. The authors’ proposed framework also integrates and shows the roles of customers’ ACAP, complexity of the IT innovation, and tacitness of the knowledge transferred to the customers.

Governance and knowledge management and transfer: the case of the Lillehammer 2016 Winter Youth Olympic Games

This paper examines the relationship between knowledge management/transfer processes and (good) governance practices in sports events. The research was undertaken at the Lillehammer 2016 Winter Youth Olympic Games, with data collected through interviews and document analysis. Findings include: 1) the significance of horizontal as well as hierarchical accountability; 2) different event logics for the event rights holder-organising committee relationship; 3) the importance of culture as well as structure in relation to governance; 4) the significance of tacit knowledge, person-to-person informal knowledge transmission and knowledge transfer timing.

Appreciating formal and informal knowledge transfer practices within creative festival organizations

Purpose – Problem-solving approaches to research have dominated the not-for-profit festival management field. Little attention has been paid to how festival organizations successfully create cultures where knowledge transfer is practised within the high intensity of a festival life cycle. Drawing upon insights from social practice theory and appreciative inquiry (AI), the purpose of this paper is to offer a different conceptual approach to understanding how knowledge transfer “works” as an organizational practice to produce a collaborative festival culture. Design/methodology/approach – This paper draws upon an ethnographic case study with the highly acclaimed Queensland Music Festival organization in Australia. The research questions and methods were framed around an appreciative approach that identified formal and informal practices that " worked " rather than a conventional problem-focused analysis. Findings – This research focused on appreciating the cultural context that shaped the interrelationships between formal and informal knowledge transfer practices that enabled trust and collaboration. A range of knowledge transfer practices was identified that contributed to the creation of a shared festival ethos and the on-going sustainability of the festival vision. Practical implications – The not-for-profit sector brings numerous challenges for festival organizations, and there is a need to appreciate how collaborative and creative knowledge transfer can occur formally and informally. Festival organizers can benefit from understanding the relational and practice dimensions of knowledge management as they are performed within specific organizational contexts. Originality/value – An appreciative understanding of knowledge transfer practices has not yet been applied to not-for-profit festival organizations, where problem-solving approaches dominate the field.

Toward a Multilevel Social Exchange Theory of Advice Relations in Organizations

What motivates organizational members to seek and give advice, contributing to informal knowledge transfer and sharing in organizational settings? To answer this question, extant literature propose...

Knowledge Transfer Mechanisms in an ERP Post-implementation Stage

Abstract This paper examines the knowledge transfer process in ERP post-implementation projects, and more specifically between the ERP project team and the IT support team. Case studies were conducted in three large organisations and data was collected via semi-structured interviews. Descriptive and graphical representations were used to analyze knowledge transfer processes for each case and a cross-case analysis was performed. Results from this exploratory study shed light on the relation between the IT support team's organizational structure and the use of knowledge transfer mechanisms according to different types of knowledge (functional and technical). This paper also shows the importance of deploying both formal and informal knowledge transfer mechanisms during post-implementation projects.

Formal and Informal Knowledge and Technology Transfer from Academia to Industry: Complementarity Effects and Innovation Performance

Literature has identified formal and informal channels in university knowledge and technology transfer (KTT). While formal KTT typically involves a legal contract on a patent or on collaborative research activities, informal transfer channels refer to personal contacts and hence to the tacit dimension of knowledge transfer. Research is, however, scarce regarding the interaction of formal and informal transfer mechanisms. In this paper, we analyze whether these activities are mutually reinforcing, i.e., complementary. Our analysis is based on a comprehensive data-set of more than 2,000 German manufacturing firms and confirms a complementary relationship between formal and informal KTT modes: using both transfer channels contributes to higher innovation performance. The management of the firm should therefore strive to maintain close informal relationships with universities to realize the full potential of formal KTT.

The Impact of Patents on Innovation, Technology Transfer and Health: A Pre- and Post-TRIPs Analysis of India's Pharmaceutical Industry

The debate surrounding the World Trade Organization's Trade-Related Aspects of Intellectual Property Rights (TRIPs) Agreement indicates that patents matter for development. Yet literature on the geography of knowledge transfer shows that knowledge is spatially sticky, suggesting that the impact of patents can be exaggerated. Using interview evidence, this paper explores how Indian pharmaceutical firms have responded to changes in patent law, including the introduction of more extensive patent protection in 2005 as a condition of TRIPs. A regime of limited patent protection for over three decades prior to TRIPs facilitated informal knowledge transfer and the emergence of a pharmaceutical industry with significant domestic capabilities. Contrary to some expectations, the Indian pharmaceutical industry has continued to grow post-TRIPs, with large domestic firms becoming involved in more formal technology transfer as part of an increasingly collaborative relationship with multinationals. This trend is also driven by a focus on the markets of developed countries, raising questions for the future sustainability of India's low-priced medicines. While changes in patent law can facilitate or inhibit a variety of aspects of development, the adaptation of the Indian pharmaceutical industry suggests that their impact must be related to the broader institutional setting, particularly the underlying domestic capabilities.

Coordinating knowledge transfer: Global managers as higher-level intermediaries

In their day-to-day work, global managers exchange knowledge with individuals and teams scattered across the organizational network in order to make progress on current projects. Drawing on a case study of a global organization, we show that a core challenge of managerial work is associated with coordinating knowledge that is spatially dispersed and temporally fragmented. To address this challenge, we discuss the notion of ‘higher-level intermediary’ as a managerial role that provides coordination across functional and geographical boundaries by making knowledge sources available, connecting the parties to the transfer, and generating opportunities for knowledge exchange. These higher-level intermediaries act as ‘ambidextrous ties’ able to connect formal and informal knowledge search and transfer mechanisms.

Faculty consulting in natural sciences and engineering: between formal and informal knowledge transfer

Academic consulting is a form of knowledge and technology transfer largely under-documented and under-studied that raises ethical and resources allocation issues. Based on a survey of 2,590 Canadian researchers in engineering and natural sciences, this paper explores three forms of academic consulting: (1) paid consulting; (2) unpaid consulting for companies and; (3) unpaid consulting for government agencies. The results of this study show that academics tend to engage simultaneously in paid and unpaid consulting. Two patterns of consulting emerged from the results: a first pattern regarding engagement in paid consulting for companies and government agencies, and unpaid consulting for companies is positively associated with industry funding, size of research laboratories, large-sized research universities, technical validation of knowledge, protection of IP, and strong ties with people in companies. By comparison, a second pattern regarding engagement in unpaid consulting services provided to government organizations is positively associated with size of research laboratories, teaching, large-sized research universities, technical validation of knowledge, and with strong ties with people in government organizations. Knowledge and technology transfer policy should pay more attention to the contribution of academics engaged in consulting activities because they likely significantly contribute to help companies and government agencies solve practical problems that improve their productive and innovative capabilities.

Inter-organisational knowledge transfer in social networks

A social network perspective helps identify and analyse informal knowledge transfer among people and organisations with the aim to recommend organisational interventions and improvements, for examp...

Absorptive Capacity as a Guiding Concept for Effective Public Sector Management and Conservation of Freshwater Ecosystems

The ability of an organisation to recognise the value of new external information, acquire it, assimilate it, transform, and exploit it, namely its absorptive capacity (AC), has been much researched in the context of commercial organisations and even applied to national innovation. This paper considers four key AC-related concepts and their relevance to public sector organisations with mandates to manage and conserve freshwater ecosystems for the common good. The concepts are the importance of in-house prior related knowledge, the importance of informal knowledge transfer, the need for motivation and intensity of effort, and the importance of gatekeepers. These concepts are used to synthesise guidance for a way forward in respect of such freshwater management and conservation, using the imminent release of a specific scientific conservation planning and management tool in South Africa as a case study. The tool comprises a comprehensive series of maps that depict national freshwater ecosystem priority areas for South Africa. Insights for implementing agencies relate to maintaining an internal science, rather than research capacity; making unpublished and especially tacit knowledge available through informal knowledge transfer; not underestimating the importance of intensity of effort required to create AC, driven by focussed motivation; and the potential use of a gatekeeper at national level (external to the implementing organisations), possibly playing a more general 'bridging' role, and multiple internal (organisational) gatekeepers playing the more limited role of 'knowledge translators'. The role of AC as a unifying framework is also proposed.