Benchmarking the role‐modification process for successful knowledge transfer

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract The ultimate objective of knowledge management is to effectively maintain and transfer the necessary knowledge to the operation's staff. The conventional knowledge-management methods may only be suitable for the larger-sized enterprise, but, for the small and medium-sized companies, it is difficult to spare dedicated resources (people, time, and money) to manage the knowledge-accumulation and dissemination-activities. The work presented in this paper proposes a method to overcome some of these difficulties. A role-modification approach is used to stimulate an autonomously conducted knowledge transfer. New knowledge is developed and managed by the person who successfully takes up a new role in work team. To achieve role modification, ordinary staff-training methods may not be effective. Psychotherapists already have a set of rolemodification practices to assist people having role problems. Benchmarking is a suitable methodology to apply to these practices. The authors assisted an engineering-and-design company in adopting this psychotherapists' practice and applied it to a work-team environment. One of their team members was induced to undergo a role modification and an autonomous knowledgetransfer experience.

An analytic hierarchy process for benchmarking of automobile car service industry in Indian context

“…Many benchmarking processes in e-commerce have been reported, for instance Ahmed et al (2006) demonstrated global benchmarking for internet and ecommerce applications and Rickards (2007) evaluated the benchmarking's for the development for a small and medium enterprise. As the requirements of benchmarking become more dynamic, the research methods have come to contain case studies (Yam et al, 2000;Rajagopal et al, 2009), empirical studies (Simatupang & Sridharan, 2004;Magd, 2008), conceptual framework studies (Kourteli, 2000;Leung & Lee, 2004;Wait & Nolte, 2005) and mathematical and statistical modeling (Brandmeier & Rupp, 2010;Mehregan et al, 2010;Sreekumar & Mahapatra, 2011). The competitiveness of organization is translated into organizational financial performance and market position and overall competitive advantage (Dawkins et al, 2007;Ojeda-Gomez et al, 2007).…”

Notice of Retraction: Exploring the perceptions of Knowledge Management and Knowledge Management Systems: A case study on the Libyan oil industry

“…This concept leads to an efficient and an effective knowledge acquisition, creation, storage, and access or transfer (Blackman and Henderson, 2005). However, Leung, et al (2004) claim that maintaining an efficient Knowledge Management System is also a prerequisite to creating and retaining competitive advantage.…”

Knowledge management performance evaluation: a decade review from 1995 to 2004

“…Traditionally, benchmarking has been described as a practice that promotes imitation. However, according to a more recent approach, benchmarking has looked outside a firm's boundaries, to enable comparison with others, in terms of both practice and performance, in order to acquire both explicit and tacit knowledge [60][61][62]. Such newly acquired knowledge, once integrated with a firm's prior internal knowledge, may create new knowledge that can give rise to improvements and innovations.…”