Knowledge transfer in organizations: The roles of members, tasks, tools, and networks

Abstract

This article describes advances in the study of knowledge transfer in organizations over the fifteen years since Argote and Ingram (2000) appeared in Organizational Behavior and Human Decision Processes. Argote and Ingram developed mechanisms of knowledge transfer and discussed factors that facilitate or impede transfer. Conditions under which knowledge transfer improves organizational performance were identified and conditions under which knowledge transfer is a source of competitive advantage for organizations were theorized. The current article concludes that research subsequent to the publication of Argote and Ingram has both increased the depth of our understanding of knowledge transfer and broadened the factors considered as predictors and consequences of transfer. Challenges to studying knowledge transfer, primarily in the area of measurement, are described, and new measurement approaches are discussed. We conclude with a discussion of future research directions that are likely to be productive and suggest that expanding the study of knowledge transfer to new problems domains, such as entrepreneurship, would advance knowledge of those domains as well as increase understanding of knowledge transfer.

Practice Transfer in Organizations: The Role of Governance Mode for Internal and External Fit

“…For example, Argote and Fahrenkopf (2016) limit their discussion of transfer initiatives to the role of members, tasks, and tools, and how these factors are interconnected. Similarly, while there is research examining how organizations adopt practices in response to institutional pressures stemming from the environment (Fiss et al 2012), surprisingly little research has examined how organizations engage with the environment in order to create and sustain support and legitimacy for a novel practice (Kostova et al 2008).…”

Fostering Knowledge Transfer through High- Performance HRM Practices: The Mediating Role of Affective Commitment

“…This is due to the fact that knowledge transfer is a vital component of knowledge management and has been described as a measure of the effectiveness and efficiency of organizations (Tuan, 2012). Of course, when knowledge is transferred, not only is its value enhanced, there is also the potential for additional knowledge to be created (Argote & Fahrenkopf, 2016;Tuan, 2012). Knowledge transfer is the process by which organizations consciously move knowledge from one unit to the other in order to improve the stock of knowledge within the organization (Patriotta et al, 2013).…”

“…At the individual level, they observe that individuals may draw from previous experience to perform a current task better while also noting that organizations may also learn from their previous experience and the experience of other organizations (cf. Argote & Fahrenkopf, 2016). Based on the foregoing, knowledge transfer may be described as the movement of explicit and tacit knowledge from one employee or from one organizational setting to the other (Nilsen & Anelli, 2015).…”

“…Despite the acknowledgement by researchers and practitioners of the numerous benefits of knowledge transfer to organizational success, knowledge transfer is by no means automatic (Argote & Fahrenkopf, 2016; Argote & Ingram, 2000). As a result, there is usually a disparity in the amount and quality of knowledge transferred from one unit to the other.…”

“…As a result, there is usually a disparity in the amount and quality of knowledge transferred from one unit to the other. This entails that whilst some knowledge transfer initiatives may be successful, others may prove unsuccessful (Argote & Fahrenkopf, 2016). Minbaeva, 2005).…”