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[[alternative]]A Study of the Process of Organizational Internal Knowledge Transfer: The Case of Hewlett-Packard Consulting

By [[author]]楊其清, [[author]]Chi-Ching Yang, 楊其清 and Chi-Ching Yang

Abstract

[[abstract]]ABSTRACT The purposes of this study were to explore the important issues of organizational internal knowledge transfer, including the process of organizational internal knowledge and its know-how, the barriers of organizational internal knowledge transfer, and the enablers of organizational internal knowledge transfer. The range of internal knowledge defined in this study is based on common knowledge. According to Dixon’s definition (2000), common knowledge is the knowledge gained from the tasks of the organization. The research method employed was single case study of the qualitative research. The data was collected by in-depth interviews. In the process of the research, the author interviewed with 10 co-researchers in HP Consulting. After the interviews, the author coded the tapes into Word processor files. Then, according to data analysis spiral (Creswell, 1998), we can get the findings of the study as follows: 1. There are five steps in the process of organizational internal knowledge transfer. The five steps are as follows: (1) assessing knowledge, (2) contacting knowledge, (3) applying knowledge, (4) adjusting knowledge, and (5) accumulating knowledge. 2. There are six barriers of organizational internal knowledge transfer in HPC. They are as follows: (1) the barrier of the knowledge provider, (2) the barrier of the knowledge receiver, (3) the barrier of the communication between the knowledge provider and receiver, (4) the barrier of time, (5) the barrier of knowledge itself, and (6) the barrier of the knowledge management system. 3. There are twelve enablers of organizational internal knowledge transfer in HPC. They are as follows: (1) the culture of shareing tools, ideas and trusting your colleagues, (2) the methodology that integrates knowledge management processes into project process, (3) the high level managers who emphasize on knowledge management very much, (4) the activities which facilitate knowledge transfer, (5) the information technology that makes knowledge transfer easier and more convenient, (6) the rich knowledge resource which resides in organization, (7) the reward/award system which encourage HPC members to contribute their knowledge, (8) the good colleagues relations which are cultivated, (9) the players of knowledge management who support in the process of knowledge transfer, (10) the colleagues all over the world who can communicate with each other easily, (11) the time which is offered to consultants to accumulate knowledge in work, (12) the performance evaluation system which includes the term “Knowledge Management.“

Topics: 組織知識, 組織內部知識, 知識移轉, 知識管理, organizational knowledge, organizational internal knowledge, knowledge transfer, knowledge management, [[classification]]54
Year: 2010
OAI identifier: oai:ir.lib.ntnu.edu.tw:309250000Q/5802
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