Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Managing organizational memory with intergenerational knowledge transfer

Managing organizational memory with intergenerational knowledge transfer Purpose – The purpose of this paper is to provide the systematic analysis of an innovative, intergenerational knowledge transfer strategy in a knowledge‐intensive organization. Design/methodology/approach – The case study method was adopted to study the intergenerational knowledge transfer activities. A triangulated approach was employed in respect of the data collection, which included non‐participatory observation, focus groups, documentary analysis, and semi‐structured interviews. A pattern analysis of data account was undertaken. Findings – Two models for intergenerational knowledge transfer are presented: the source‐recipient model and the model of mutual exchange. This research also shows how a context conducive to knowledge transfer was developed, and concludes that this context allowed both explicit and tacit knowledge to be transferred. Research limitations/implications – Often ignored or underestimated this study highlights the need for motivation, inspiration, and empowerment in knowledge transfer. The main limitation of this study is the generalizability of the findings. Practical implications – The two models for intergenerational knowledge transfer provide a rubric against which both old and new intergenerational knowledge transfer initiatives can be assessed to determine whether they are capable of encouraging the transfer of both explicit and tacit knowledge. Originality/value – There is little empirical work on the design and implementation of strategies for managing organizational memory. The integrated models and empirical results of this study can serve as guides in that process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Managing organizational memory with intergenerational knowledge transfer

Jean‐François Harvey
Journal of Knowledge Management , Volume 16 (3): 18 – May 25, 2012
Download PDF
18 pages

Loading next page...
 
/lp/emerald-publishing/managing-organizational-memory-with-intergenerational-knowledge-mZ2tgfFD3K
Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673271211238733
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to provide the systematic analysis of an innovative, intergenerational knowledge transfer strategy in a knowledge‐intensive organization. Design/methodology/approach – The case study method was adopted to study the intergenerational knowledge transfer activities. A triangulated approach was employed in respect of the data collection, which included non‐participatory observation, focus groups, documentary analysis, and semi‐structured interviews. A pattern analysis of data account was undertaken. Findings – Two models for intergenerational knowledge transfer are presented: the source‐recipient model and the model of mutual exchange. This research also shows how a context conducive to knowledge transfer was developed, and concludes that this context allowed both explicit and tacit knowledge to be transferred. Research limitations/implications – Often ignored or underestimated this study highlights the need for motivation, inspiration, and empowerment in knowledge transfer. The main limitation of this study is the generalizability of the findings. Practical implications – The two models for intergenerational knowledge transfer provide a rubric against which both old and new intergenerational knowledge transfer initiatives can be assessed to determine whether they are capable of encouraging the transfer of both explicit and tacit knowledge. Originality/value – There is little empirical work on the design and implementation of strategies for managing organizational memory. The integrated models and empirical results of this study can serve as guides in that process.

Journal

Journal of Knowledge Management – Emerald Publishing

Published: May 25, 2012

Keywords: Intergenerational knowledge transfer; Organizational memory; Knowledge management; Social capital; Information transfer

References

  • Learning from hospitals: an introduction
    Adler, P.S.
  • Review: knowledge management and knowledge management systems: conceptual foundations and research issues
    Alavi, M.; Leidner, D.E.
  • Tacit knowledge: some suggestions for operationalization
    Ambrosini, V.
  • Organizational Learning: Creating, Retaining and Transferring Knowledge
    Argote, L.
  • Managing knowledge in organizations: an integrative framework and review of emerging themes
    Argote, L.; McEvily, B.; Reagans, R.
  • Tacit Knowledge in Organizations
    Baumard, P.
  • Respect and workplace options help retain aging nurses
    Bell, L.
  • Tacit to explicit: an interplay shaping organization knowledge
    Bhardwaj, M.; Monin, J.
  • Approaches to the enhancement of tertiary teaching
    Biggs, J.B.
  • Social security and the challenge of demographic change
    Bloom, D.E.; McKinnon, R.
  • Proximity and innovation: a critical assessment
    Boschma, R.A.
  • Balancing act: how to capture knowledge without killing it
    Brown, J.S.; Duguid, P.
  • Knowledge and organization: a social‐practice perspective
    Brown, J.S.; Duguid, P.
  • Determinants of individual engagement in knowledge sharing
    Cabrera, A.; Collins, W.C.; Salgado, J.F.
  • Managing the Older Worker: How to Prepare for the New Organizational Order
    Cappelli, P.; Novelli, B.
  • Effective Knowledge Transfer in Multinational Corporations
    Chini, T.C.
  • Regulated Nurses: Canadian Trends 2005 to 2009
    CIHI
  • Absorptive capacity: a new perspective on learning and innovation
    Cohen, W.M.; Levinthal, D.A.
  • Foundations of Social Theory
    Coleman, J.S.
  • Bridging the Gaps: How to Transfer Knowledge in Today's Multigenerational Workplace
    (The) Conference Board of Canada
  • Issues of knowledge management in the public sector
    Cong, X.; Pandya, K.V.
  • Bridging epistemologies: the generative dance between organizational knowledge and organizational knowing
    Cook, S.N.D.; Brown, J.S.
  • Old smart productive
    Coy, P.
  • Research Design: Qualitative, Quantitative, and Mixed Methods Approaches
    Creswell, J.W.
  • Social exchange theory: an interdisciplinary review
    Cropanzano, R.; Mitchell, M.
  • More than an answer: information relationships for actionable knowledge
    Cross, R.; Sproull, L.
  • Working Knowledge: How Organizations Manage What They Know
    Davenport, T.H.; Prusak, L.
  • Lost Knowledge: Confronting the Threat of an Aging Workforce
    DeLong, D.W.
  • Better practices for retaining organizational knowledge: lessons from the leading edge
    DeLong, D.W.; Davenport, T.
  • The Research Act: A Theoretical Introduction to Sociological Methods
    Denzin, N.K.
  • It's time to retire retirement
    Dychtwald, K.; Erickson, T.; Morison, B.
  • Disciplines of organizational learning: contributions and critiques
    Easterby‐Smith, M.
  • Qualified ageing workers in the knowledge management process of high‐tech businesses
    Ebrahimi, M.; Saives, A.L.; Holford, W.D.
  • Building theories from case study research
    Eisenhardt, K.M.
  • Introduction: knowledge management in professional service firms
    Empson, L.
  • Managing effective knowledge transfer: an integrative framework and some practice implications
    Goh, S.C.
  • The strength of weak ties
    Granovetter, M.
  • Economic action and social structure: the problem of embeddedness
    Granovetter, M.
  • Exploring intellectual capital in hospitals: two qualitative case studies in Italy and Austria
    Habersam, M.; Piper, M.
  • Shifting proximities: the maritime ports sector in an era of global supply chains
    Hall, P.V.; Jacobs, W.
  • What's your strategy for managing knowledge
    Hansen, M.T.; Nohria, N.; Tierney, T.
  • Toward a Human‐Centered Knowledge Transfer in the Public Sector: Discrepancies and Communalities in Perceptions between Different Generations of Employees
    Hu, L.T.
  • Knowledge management processes and international joint ventures
    Inkpen, A.C.; Dinur, A.
  • Unpacking generational identities in organizations
    Joshi, A.; Dencker, J.C.; Franz, G.; Martocchio, J.J.
  • Reviewing the knowledge management literature: towards a taxonomy
    Kakabadse, N.K.; Kakabadse, A.; Kouzmin, A.
  • Men and Women of the Corporation
    Kanter, R.M.
  • The Inquiring Organization: Tacit Knowledge, Conversation and Knowledge Creation
    Kikoski, C.K.; Kikoski, J.F.
  • Intergenerational knowledge transfer in high‐technological companies: a comparative study between Germany and Québec
    Kuyken, K.; Ebrahimi, M.; Saives, A.L.
  • Managerial concerns in knowledge management
    Lang, J.C.
  • Social capital and business and management: setting a research agenda
    Lee, R.
  • Implementation as mutual adaptation of technology and organization
    Leonard‐Barton, D.
  • Knowledge communication and translation – a knowledge transfer model
    Liyanage, C.; Elhag, T.; Ballal, T.; Li, Q.
  • Knowledge and value creation in professional service firms: a framework for analysis
    Løwendahl, B.R.; Revang, Ø.; Fosstenløkken, S.M.
  • The Globalising Learning Economy: Implications for Innovation Policy
    Lundvall, B.; Borras, S.
  • The meaning of work for older adults seeking employment: the generativity factor
    Mor‐Barak, M.
  • Social capital, intellectual capital, and the organizational advantage
    Nahapiet, J.; Ghoshal, S.
  • A dynamic theory of organizational knowledge creation
    Nonaka, I.
  • The Knowledge‐Creating Company: How Japanese Companies Create the Dynamics of Innovation
    Nonaka, I.; Takeuchi, H.
  • Organizational knowledge creation theory: evolutionary paths and future advances
    Nonaka, I.; von Krogh, G.; Voelpel, S.
  • Learning and Innovation in Organizations and Economics
    Nooteboom, B.
  • Optimal cognitive distance and absorptive capacity
    Nooteboom, B.; Van Haverbeke, W.; Duysters, G.; Gilsing, V.; van den Oord, A.
  • The shortcomings of a standardized global knowledge management system: the case study of Accenture
    Paik, Y.; Choi, D.
  • Qualitative Evaluation and Research Methods
    Patton, M.Q.
  • The Tacit Dimension
    Polanyi, M.
  • First Results from the Survey of Older Workers: 2008
    Pignal, J.; Arrowsmith, S.; Ness, A.
  • Learning to Teach in Higher Education
    Ramsden, P.
  • Network structure and knowledge transfer: the effects of cohesion and range
    Reagans, R.; McEvily, B.
  • Organisational factors influencing technology adoption and assimilation in the NHS: a systematic literature review
    Robert, G.; Greenhalgh, T.; MacFarlane, F.; Peacock, R.
  • Learning in the Field: An Introduction to Qualitative Research
    Rossman, G.B.; Rallis, S.F.
  • The adoption of innovations by provider organisations in health care
    Rye, C.B.; Kimberly, J.R.
  • Leveraging Communities of Practice for Strategic Advantage
    Saint‐Onge, H.; Wallace, D.
  • The future of knowledge management: an international Delphi study
    Scholl, W.; König, C.; Meyer, B.; Heisig, P.
  • The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises
    Seidler‐de Alwis, R.; Hartmann, E.
  • The Fifth Discipline: The Art and Practice of the Learning Organization
    Senge, P.M.
  • Incentives that induce task‐related effort, helping, and knowledge sharing in workgroups
    Siemsen, E.; Balasubramanian, S.; Roth, A.V.
  • Knowledge sharing and strategic capital: the importance and identification of opinion leaders
    Smith, P.A.C.
  • Population Projections for Canada, Provinces and Territories: 2009 to 2036
    Statistics Canada
  • Managing demographic risk
    Strack, R.; Baier, J.; Fahlander, A.
  • Asking Questions: A Practical Guide to Questionnaire Design
    Sudman, S.; Bradburn, N.
  • McKeachie's Teaching Tips: Strategies, Research, and Theory for College and University Teachers
    Svinicki, M.; McKeachie, W.J.
  • Exploring internal stickiness: impediments to the transfer of best practice within the firm
    Szulanski, G.
  • When and how trustworthiness matters: knowledge transfer and the moderating effect of causal ambiguity
    Szulanski, G.; Cappetta, R.; Jensen, R.J.
  • A dialogical approach to the creation of new knowledge in organizations
    Tsoukas, H.
  • What is organisational knowledge?
    Tsoukas, H.; Vladimirou, E.
  • Does health care for knowledge management
    van Beveren, J.
  • Leadership in organizational knowledge creation: a review and framework
    von Krogh, G.; Nonaka, I.; Rechsteiner, L.
  • Knowledge sharing: a review and directions for future research
    Wang, S.; Noe, R.A.
  • Communities of Practice: Learning, Meaning and Identity
    Wenger, E.
  • Social capital and political bias in knowledge sharing: an exploratory study
    Willem, A.; Scarbrough, H.
  • Organizational readiness for innovation in health care: some lessons from the recent literature
    Williams, I.
  • Management of explicit and tacit knowledge
    Wyatt, J.C.
  • Case Study Research: Design and Methods
    Yin, R.K.
  • Knowledge and the speed of transfer and imitation of organizational capabilities: an empirical test
    Zander, U.; Kogut, B.
  • Knowledge management in secondary care: a case study
    Zigan, K.; Macfarlane, F.; Desombre, T.