Knowledge transfer for R&D‐sales cross‐functional cooperation: Unpacking the intersections between institutional expectations and human resource practices

Abstract

This article addresses the challenges of R&D–sales cross‐functional cooperation by exploring how HR practices encourage knowledge transfer, minimising peer‐to‐peer friction and maximising the effectiveness of the exchanges for performance innovation. We combined document analysis of professional HR management magazines and semi‐structured interviews at a Finnish digital media firm, in order to identify manifestations of institutional work expressing and legitimising knowledge transfer‐focused HR management practices, and how employees make sense of them. Our findings identify manifestations of institutional work expressing, sustaining and legitimising knowledge transfer and relate these manifestations to distinct dimensions of human resource management practices. We integrate prevailing institutional expectations and employees' attributions of knowledge transfer‐focused human resource practices, which highlights the connections between human resource management and the knowledge management field, as well as the dichotomy between the more humanist knowledge transfer strategies and those that are information technology‐oriented. Our original integration of institutional expectations and a case analysis of employees' attributions of knowledge transfer‐focused human resource practices contribute directly to management practice dealing with the effects of organising strategically for knowledge‐based innovation outcomes. This has implications in terms of the development of interpersonal skills, the engagement and development of cross‐team work; the design of participative mechanisms; and the implementation of knowledge transfer principles, practices and systems.

Impact of big data analytics in project success: Mediating role of intellectual capital and knowledge sharing

“…The practice of exchanging information, knowledge, skills, or expertise between individuals, teams, departments, or organizations is known as knowledge sharing (Lindblom and Martins, 2022). By providing insights, information, and data that can be used to inform decision-making and enhance performance, BDA can facilitate KS (Zhang et al, 2022).…”

A Proposed Framework for the Implementation of a Business Intelligence System

“…The BIS implementation consists of various people with different skills and experiences [22]. The team consists of both cross-functional from different business areas and people with strong technical skills [23]. The business team during the implementation phases will make sure that the business requirements are met, compared to the technical team who will make sure that the requirements are achieved with the appropriate techniques [23].…”

“…The team consists of both cross-functional from different business areas and people with strong technical skills [23]. The business team during the implementation phases will make sure that the business requirements are met, compared to the technical team who will make sure that the requirements are achieved with the appropriate techniques [23]. A 'Champion' is also required who has a deep knowledge of the business and technical domain, acting as a lead and support would need to consider and follow different CSF compared to an external consultant who also plays a vital role as he/she is the one who overcomes the lack of in-house experience and competencies [23].…”

“…The business team during the implementation phases will make sure that the business requirements are met, compared to the technical team who will make sure that the requirements are achieved with the appropriate techniques [23]. A 'Champion' is also required who has a deep knowledge of the business and technical domain, acting as a lead and support would need to consider and follow different CSF compared to an external consultant who also plays a vital role as he/she is the one who overcomes the lack of in-house experience and competencies [23]. However, none of the research papers analyzed in this SLR have related their proposed CSF frameworks with the roles of the different roles involved.…”

Determinants of Knowledge Transfer for Information Technology Project Managers: A Systematic Literature Review

“…Despite extensive research on KT in various contexts (Jhamba & Steyn, 2021;Lindblom & Martins, 2022;Takahashi et al, 2018;Tshuma et al, 2022), there has been a limited focus on KT within the context of IT projects by researchers (Fatima et al, 2020;Mtsweni & Gorejena, 2023;Srisuksa et al, 2022). This is evident from the repeated failure rates of IT projects.…”