THE EFFECTS OF KNOWLEDGE CHARACTERISTICS, ORGANIZATIONAL AND SOCIETAL CULTURE IN KNOWLEDGE TRANSFER WITHIN FIRMS

Year 2019, Volume: 9 Issue: 1, 132 - 143, 30.07.2019

Naciye Guliz Ugur , Aykut Hamit Turan , Karen Moustafa Leonard

https://doi.org/10.17261/Pressacademia.2019.1081

Abstract

Purpose- Knowledge is a
competitive asset for the firm. Yet, existing studies mostly investigated joint
ventures, acquisitions, and cross border transfers not knowledge transfer at
the micro level per se. Hence, individual to individual transfer within a
single firm present importance. In this study, we examine the transfer methods
and possible inhibitors among individuals in organizations.

Methodology- In this study, we
have presented an individual knowledge transfer framework. This framework is personal, and transfer is also a social event.
Organizational and societal culture aspects are also incorporated in the
framework. The proposed framework could allow future studies new pleasurable
directions

Findings- The proposed framework
and propositions are taught to be quite useful in research and managerial areas
and could provide a significant contribution to scholarly publications that
would be carried out in the future. We also suggest future research directions
in examining micro-level knowledge transfer that also could provide an
important competitive advantage to a firm.

Conclusion- Effective and
efficient knowledge transfer provides a competitive advantage to the firm.
Therefore, it is crucial firms decide and implement how, when, where, and why
employees transfer needed knowledge within the firm. This framework could
enable firm managers to appreciate and consider all important dimensions of
knowledge transfer and better facilitate the micro level knowledge transfers
within firms.

Keywords

Knowledge management, knowledge transfer, theoretical study, framework development, organizational culture

References

• Alavi, M. M., & Leidner, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.
• Argote, L., Ingram, P., Levine, J. M., & Moreland, R. L. (2000). Knowledge transfer in organizations: Learning from the experience of others. Organizational Behavior and Human Decision Processes, 82, 1-8.
• Argyris, C., & Schon, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley.
• Ashwin, S. (1996). Forms of collectivity in a non-monetary society. Sociology: The Journal of the British Sociological Association, 30(1), 21-39.
• Bamgboje-Ayodele, A., & Ellis, L. (2015). Knowledge Management and the Nigerian Culture–A round peg in a square hole? The African Journal of Information Systems, 7(1), 1-20.
• Barney, J. (1991). Firm resources and firm competitive advantage. Journal of Management, 17(1), 203-227.
• Bassi, L. (1997). Harnessing the power of intellectual capital. Training & Development, 51(12), 25-30.
• Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117, 497-529.
• Becerra-Fernandez, I., & Sabherwal, R. (2001). Organizational knowledge management: A continency perspective. Journal of Management Information Systems, 18(1), 23-55.
• Berger, P. L., & Luckmann, T. (1966). The social construction of reality: A treatise in the sociology of knowledge. Doubleday: New York.
• Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. (2002). Cultural variations in the cross-border transfer of organizational knowledge: An integrative framework. Academy of Management Review, 27(2), 204-221.
• Bock, F. (1999, March/April). The intelligent approach to knowledge management: Viewing KM in terms of content, culture, process, and infrastructure. Knowledge Management Review, 7, 22-25.
• Bou-Llusar, C. J., & Segarra-Cipres, M. (2006). Strategic knowledge transfer and its implications for competitive advantage: An integrative conceptual framework. Journal of Knowledge Management, 10(4), 100-112.
• Branch, R. M. (1997). Educational technology frameworks that facilitate culturally pluralistic instruction. Educational Technology, 37(2), 38-41.
• Brauner, E., & Becker, A. (2006). Beyond knowledge sharing: The management of transactive knowledge systems. Knowledge and Process Management, 13(1), 62-71.
• Buehrer, R. E., Senecal, S., & Bolman, E. P. (2005). Sales force technology usage - reasons, barriers, and support: An exploratory examination. Industrial Marketing Management, 34, 389-398.
• Cameron, K. S., & Quinn, R. S. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3 b.). Jossey-Bass.
• Carrier, J., & Kendall, I. (1995). Professionalism and interprofessionalism in health and community care: Some theoretical issue. J. C. P. Owens içinde, Interprofessional issues in community and primary health care. London: MacMillan.
• Chang, C. L.-h., & Lin, T.-C. (2015). The orle of organizational culture in the knowledge management process. Journal of Knowledge Management, 19(3), 433-455.
• Chou, M. M., Hong, Y., & Chiu, C. (2012). Essentializing race: Its implication on racial categorization. Journal of Personality and Social Psychology, 104, 619-634.
• Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
• Conner, K. R., & Prahalad, C. K. (1996). A resource based theory of the knowledge versus opportunism. Organization Science, 7(5), 477-501.
• Davenport, T. H., & Prusak, L. (2000). Working knowledge: How organizations manage what they know. Boston, MA: Harvard Business School Press.
• Davenport, T. H., De Long, D. W., & Beers, M. C. (1998). Successful knowledge management projects. Sloan Management Review, 39(2), 43-57.
• De Long, D. W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113-128.
• DeSouza, K. C. (2003). Knowledge management barriers: Why the technology imperative seldom works. Business Horizons, 46(1), 25-29.
• Diakoulakis, I. E., Georpopoulos, N. B., Koulouriotis, D. E., & Emeris, D. M. (2004). Towards a holistic knowledge management model. Journal of Knowledge Management, 8(1), 32-46.
• Drucker, P. F. (1988). The Coming of the New Organization. Harvard Business Review on Knowledge Management (s. 1-19). içinde Harvard Business School Press.
• Drucker, P. F. (1994). The age of social transformation. Atlantic Monthly, 274(5), s. 53-80.
• Drucker, P. F. (1999). Management challenges for the 21st century. New York:: Harperbusiness.
• Drucker, P. F. (2010). The new realities (Revised b.). New Brunswick, NJ: Transaction Publishers.
• Du Plessis, M. (2005). Drivers of knowledge management in the corporate environment. International Journal of Information Management, 02, 193-202.
• Earl, M. J. (2001). Knowledge management strategies: Toward a taxonomy. Journal of Management Information Systems, 18(1), 215-233.
• Earley, P. C. (1993). East meets west meets mideast: Further explorations of collectivistic and individualistic work groups. Academy of Management Journal, 36(2), 319-348.
• Ekbia, H., & Hara, N. (2008). The quality of evidence in knowledge management research: Practitioner vs scholarly literature. Journal of Information Science, 34(1), 110-126.
• Evetts, J. (1999). Professionalisation and professionalism: issues for interprofessional care. Journal of Interprofessional Care, 13(2), 119-12.
• Fischer, R. (2011). Cross-cultural training effects on cultural essentialism beliefs and cultural intelligence. International Journal of Intercultural Relations, 35, 767-775.
• Foa, E. B., & Foa, U. G. (1980). Social exchange. Springer US.
• Frappaolo, C. (2006). Knowledge Management. North Mankato, MN: Capstone.
• Gardner, W. L., Pickett, C. L., & Brewer, M. B. (2000). Social exclusion and selective memory: How the need to belong influences memory for social events. Personality and Social Psychology Bulletin, 26, 486-496.
• Gelman, S. A. (1988). The development of induction within natural kind and artifact categories. Cognitive Psychology, 20, 65-95.
• Gelman, S. A. (2003). The essential child: Origins of essentialism in everyday thought. New York: Oxford University Press.
• Gourlay, S. (2006). Towards conceptual clarity for tacit knowledge: A review of empirical studies. Knowledge Management Research and Practice, 4(1), 60-69.
• Grant, R. M. (1996a). Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organization Science, 7(4), 375-387.
• Grant, R. M. (1996b). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(2), 109-122.
• Grayson, C. J., & O'Dell, C. S. (1998). Mining your hidden resources. Across the Board, 35, s. 23-28.
• Griffiths, P. D., & Remenyi, D. (2008). Aligning knowledge management with competitive strategy: A framework. (125-134, Dü.) Electronic Journal of Knowledge Management, 6(2). http://ejkm.com/volume6/issue2 adresinden alındı
• Hackett, B. (2000). Beyond knowledge management: New ways to work and learn. New York: The Conference Board.
• Hansen, M. T., & Nohria, N. (1999). What's your strategy for managing knowledge? Harvard Business Review, 77(2), 106-116.
• Hendricks, P. (1999). Why share knowledge? The influence of ICT on the motivation for knowledge sharing. Knowledge and Process Management, 6(2), 91-100.
• Hildreth, P., Kimble, C., & Wright, P. (2000). Communities of practice in the distributed international environment. Journal of Knowledge Management, 4(1), 27-38.
• Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Culture and Organizations: Software of the mind. New York: McGraw-Hill.
• Hudson, B. (2002). Interprofessionality in health and social care: The Achilles' heel of partnership? Journal of Interprofessional Care, 16(1), 7-17.
• Hutchings, K., & Michailova, S. (2006). Facilitating knowledge sharing in Russian and Chinese subsidiaries: The role of personal networks and group membership. International Journal of Emerging Markets, 1(1), 21-34.
• Jayaratne, T. Y., Ybarra, O., Sheldon, J. P., Brown, T. N., Feldbaum, M., Pfeffer, C. A., & Petty, E. M. (2006). White Americans' genetic lay theories of race differences and sexual orientation: Theft relationship with prejudice toward Blacks, and gay men, and lesbians. Group Processes and Intergroup Relations, 19, 77-94.
• Kashima, Y. (2014). Meaning, grounding, and the construction of social reality. Asian Journal of Social Psychology, 17, 81-95.
• Keen, P., & Mackintosh, R. (2001). The freedom economy: Gaining the M-commerce edge in the era of the wireless Internet. Berkeley, CA: Osborne/McGraw-Hill.
• Kimble, C., Grenier, C., & Goglio-Primard, K. (2010). Innovation and knowledge sharing across professional boundaries: Political interplay between boundary objects and brokers. International Journal of Information Management, 30(5), 437-444.
• King, W. R. (2009). Knowledge management and organizational learning. Annals of Information Systems, 4, 3-13.
• KMPG. (2000). Knowledge management research report. UK: KMPG. www.providersedge.com/docs/km_articles/kpmg_km_research_report_2000.pdf adresinden alındı
• Kucharska, W., & Kowalczyk, R. (2016). Trust, Collaborative Culture and Tacit Knowledge Sharing in Project Management–a Relationship Model. Proceedings of the 13th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning: ICICKM (s. 159-166). unknown: ICICKM. https://www.researchgate.net/profile/Wioleta_Kucharska3/publication/309284422_Trust_Collaborative_Culture_and_Tacit_Knowledge_Sharing_in_Project_Management_-_a_Relationship_Model/links/580794ab08ae07cbaa54301f.pdf adresinden alındı
• Lang, J. (2001). Managerial concerns in knowledge management. Journal of Knowledge Management, 5(1), 43-59.
• Lave, J., & Wenger, E. (1991/2003). Situated learning: Legitimate peripheral participation. New York: Cambridge University Press.
• Leonard-Barton, D., & Sensiper, S. (1998). The role of tacit knowledge in group innovation. California Management Review, 40, 112-132.
• Lin, C., Yeh, J. Y., & Tseng, S. M. (2005). Case study on knowledge management gaps. Journal of Knowledge Management, 9(3), 36-50.
• Lucas, L. M. (2006). The role of culture on knowledge transfer: the case of the multinational corporation. The learning organization, 13(3), 257-275.
• Lucier, C. &. (1997). Why knowledge programs fail. Strategy and Business, ?, 14-28.
• Lukas, L. M., & Ogilvie, D. T. (2006). Things are not always what they seem: How reputations, culture, and incentives influence knowledge transfer. Learning Organization, 13(1), 7-24.
• Ma, Z., Wu, J., Dong, W., & Qi, L. (2014). What matters for knowledge sharing in collectivistic cultures? Empirical evidence from China. Journal of Knowledge Management, 18(5), 1004-1019.
• Manville, B., & Foote, N. (1996). Harvest your workers' knowledge. Datamation, 42(12), 78-80.
• Martensson, M. (2000). A critical review of knowledge managmeent as a mangement tool. Journal of Knowledge Management, 4(3), 204-216.
• Matusitz, J., & Musambira, G. (2013). Power distance, uncertainty avoidance, and technology: analyzing Hofstede's dimensions and human development indicators. Journal of Technology in Human Services, 31(1), 42-60.
• McCann, J. E., & Syke, J. H. (2004). Strategically integrated knowledge management initiatives. Journal of Knowledge Management, 8(1), 47-63.
• McDermott, R. (1999). Why information technology inspired but cannot deliver knowledge management. California Management Review, 38(1), 24-59.
• Medin, D. L. (1989). Concepts and conceptual structure. American Psychologist, 44, 1469-1481.
• Morton, T. A., & Postmes, T. (2009). When differences become essential: Minority essentialism in response to majority treatment. Personality and Social Psychology Bulletin, 35, 656-668.
• Morton, T. A., Postmes, T., Haslam, S. A., & Hornsey, M. J. (2009). Theorizing gender in the face of social change: Is there anything essential about essentialism? Journal of Peronality and Social Psychology, 96, 653-664.
• Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.
• Nonaka, I., & Konno, N. (1998). The concept of 'ba': Building a foundation for knowledge creation. California Management Review, 40, 40-54.
• Nonaka, I., & Takeuchi, H. (1995). The knowledge creating company: How Japanese companies create the dynamics of innovation. Oxford: Oxford University Press.
• Nonaka, I., & Takeuchi, H. (2004). Hitotsubashi on knowledge management. Hoboken, NJ: John Wiley & Sons.
• O'Dell, C., & Grayson, C. J. (1998). If only we knew what we know: Identification and transfer of internal best practices. California Management Review, 40(3), 154-174.
• Ouchi, W. G. (1981). Theory Z: How American business can meet the Japanese challenge. Reading, MA: Addison-Wesley.
• Ouchi, W. G., & Johnson, J. (1978). Types of organizational control and their relationship to emotional well-being. Administrative Science Quarterly, 23, 293-317.
• Pan, S. L., & Scarbrough, H. (1999). Knowledge management in practice: An exploratory care study of Buckland Labs. Technology Analysis and Strategic Management, 11(3), 359-374.
• Park, J. Y., & Sung, C.-S. (2017). Is social networking a waste of time? The impact of social network and knowledge characteristics on job performance. Knowledge Management Research and Practice, 15(4), 560-571.
• Pauluzzo, R., & Cagnina, M. R. (2017). Bridging the divide: Intercultural competences to reconcile the knowledge transfer dilemma in multinational contexts. Knowledge Management Research and Practice, 15(4), 542-550.
• Penrose, E. (1959). The theory of the growth of the firm. Oxford: Blackwell.
• Polanyi, M. (1958). Personal knowledge. Chicago: University of Chicago Press.
• Polanyi, M. (1966). The tacit dimension. Garden City, NY: Doubleday.
• Polanyi, M. (1969). Knowing and being. Chicago: University of Chicago Press.
• Popper, K. (1979). Objective knowledge: An evolutionary approach. Oxford: Oxford University Press.
• Prentice, D. A., & Miller, D. T. (2006). Essentializing differences between women and men. Psychological Science, 17, 129-135.
• Rastogi, P. N. (2000). Knowledge management and intellectual capital: The new virtuous reality of competitiveness. Human Systems Management, 19(1), 39-49.
• Reis, T., & Clohesy, S. (1999). Unleashing new resources and entrepreneurship for the commond good: A scan, synthesis, and scenario for action. Battle Creek, MI: W.K. Kellogg Foundation.
• Rescher, N. (1998). Communicative pragmatism and other philosophical essays on language. Lanham, MD: Rowman & Littlefield, Publishers.
• Ringberg, T., & Reihlen, M. (2008). Towards (sic) a socio-cognitive approach to knowledge transfer. Journal of Management Studies, 45(5), 912-935.
• Sankowska, A. (2016). Trust, knowledge creation and mediating effects of knowledge transfer processes. Journal of Economics & Management, 23, 33-44.
• Sbarcea, K. (2001). The mystery of knowledge management. New Zealand Management, 48(10), 33-35.
• Scarbrough, H., & Swan, J. (1999). Case studies in knowledge management. London: IPD.
• Schein, E. (2010). Organizational culture and leadership (4 b.). New York: John Wiley & Sons.
• Shahwan, U. (2017). Relationship Between Power Distance and Employee Performance in Multi-National Organizations. Skyline Business Journal, 12(1), 48-54.
• Stamps, D. (1997). Communities of practice: Learning is social. Training is irrelevant? Training, 34(2), 34-42.
• Stewart, T. A. (1997). Intellectual capital: The new wealth of organizations. New York: Doubleday.
• Storey, J., & Barnett, E. (. (2000). Knowledge management initiatives: Learning from failure. Journal of Knowledge Management, 4(2), 145-156.
• Sveiby, K. E. (1999). The new organizational wealth. San Francisco: Berrett-Koehler.
• Syed-Ikhsan, S. O., & Rowland, F. (2004). Knowledge management in a public organization in Malaysia: Do people really share? Journal of Knowledge Management, 8(2), 95-111.
• Tobin, D. (1997). The knowledge enabled organization. New York: AMACOM.
• Triandis, H. C. (1994). Cross-cultural industrial and organizational psychology. H. C. Triandis, M. D. Dunnette, & L. M. Hough (Dü) içinde, Handbook of industrial and organizational psychology (2 b., Cilt 4, s. 103-172). Consulting Psychologists Press.
• Triandis, H. C. (1995). Individualism and collectivism. Boulder, CO: Westview Press.
• Trigland, R., & Wasko, M. M. (2003). Integrating knowledge through information trading: Examining the relationship between boundary spanning communication and individual performance. Decision Sciences, 34(2), 261-286.
• von Krogh, G., Ichijo, K., & Nonaka, I. (2000). Enabling knowledge creation: How to unlock the mystery of tacit knowledge and release the power of innovation. New York: Oxford University Press.
• von Krogh, G., Ichijo, K., & Nonaka, I. (2000). Enabling knowledge creation: How to unlock the mystery of tacit knowledge and release the power of innovation. New York: Oxford University Press.
• Wadell, C., Bjork, J., & Magnusson, M. (2014). How do R&D employees use their social networks to acquire user information? Journal iof Knowledge Management, 18(5), 919-936.
• Weick, K. (2001). Making sense of the organization. Malden, MA: Blackwell Publishing.
• Wenger, E. (1998). Communities of practice: Learning, meaning, and identity. Cambridge: Cambridge University Press.
• Williamson, O. E. (1981). The economics of organization: The transaction cost approach. American Journal of Sociology, 87(3), 548-577.
• Winkelen, C., & McKenzie, J. (2012). An Exploration of Epistemic Culture As a Barrier to Knowledge Flows. European Conference on Knowledge Management, 6. Cartagena Spain.
• Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management, 5(2), 301-326.
• Yolles, M. (2006). Organizations as complex systems: An introduction to knowledge cybernetics. Greenwich, CT: Information Age Publishing.