Bridging the gap in knowledge transfer between academia and practitioners

Bridging the gap in knowledge transfer between academia and practitioners Purpose – The paper intends to identify the causes or gaps in transfer of managerial knowledge between academia and practitioners and to develop a framework that overcomes the gaps through knowledge management, information technology and human resource practices. The paper aims to suggest a strategic approach based on the knowledge transfer cycle. Design/methodology/approach – The paper presents the development of a conceptual model based on existing research findings and conceptual models in the literature combined with the experience of academicians. Findings – There has been very little transfer of research knowledge due to the inherent barriers in its creation, diffusion, adoption and utilization by practitioners. By enhancing the industry orientation of academicians and adopting systematic processes of review and dissemination, early adopters (practitioners) can experiment and learn to apply theoretical knowledge, which, when supported by institutional mechanisms, of human resource management, information technology and knowledge management (KM), can minimize or eliminate knowledge transfer gaps, leading to improved competitiveness and performance of the firm. Research limitations/implications – The framework has been developed from concepts of KM and transfer and learning and needs to be validated empirically. Practical implications – The framework developed can guide researchers in their approach toward knowledge creation so that their output is adopted by industry and thus has value. Practitioner industries can develop practices based on the framework to enhance their ability to leverage academic knowledge for competitive advantage. Social implications – The paper would enable the framing of policies by higher education institutions and industry to facilitate more effective and efficient transfer of knowledge between researchers and practitioners, leading to enhanced organizational competitive advantage, which would benefit society. Originality/value – The paper provides a framework based on the knowledge transfer cycle model for enhancing the effectiveness and efficiency of research knowledge adoption and utilization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Educational Management Emerald Publishing

Bridging the gap in knowledge transfer between academia and practitioners

International Journal of Educational Management, Volume 26 (3): 22 – Mar 23, 2012

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0951-354X
DOI
10.1108/09513541211213336
Publisher site
See Article on Publisher Site

Abstract

Purpose – The paper intends to identify the causes or gaps in transfer of managerial knowledge between academia and practitioners and to develop a framework that overcomes the gaps through knowledge management, information technology and human resource practices. The paper aims to suggest a strategic approach based on the knowledge transfer cycle. Design/methodology/approach – The paper presents the development of a conceptual model based on existing research findings and conceptual models in the literature combined with the experience of academicians. Findings – There has been very little transfer of research knowledge due to the inherent barriers in its creation, diffusion, adoption and utilization by practitioners. By enhancing the industry orientation of academicians and adopting systematic processes of review and dissemination, early adopters (practitioners) can experiment and learn to apply theoretical knowledge, which, when supported by institutional mechanisms, of human resource management, information technology and knowledge management (KM), can minimize or eliminate knowledge transfer gaps, leading to improved competitiveness and performance of the firm. Research limitations/implications – The framework has been developed from concepts of KM and transfer and learning and needs to be validated empirically. Practical implications – The framework developed can guide researchers in their approach toward knowledge creation so that their output is adopted by industry and thus has value. Practitioner industries can develop practices based on the framework to enhance their ability to leverage academic knowledge for competitive advantage. Social implications – The paper would enable the framing of policies by higher education institutions and industry to facilitate more effective and efficient transfer of knowledge between researchers and practitioners, leading to enhanced organizational competitive advantage, which would benefit society. Originality/value – The paper provides a framework based on the knowledge transfer cycle model for enhancing the effectiveness and efficiency of research knowledge adoption and utilization.

Journal

International Journal of Educational ManagementEmerald Publishing

Published: Mar 23, 2012

Keywords: Knowledge management; Knowledge organizations; Higher education institutions; Knowledge transfer barriers; Knowledge transfer cycle; Information and communication technologies; Human resource management

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