Knowledge Transfer Strategy Implementation in Contract Organizations

Despite economic perils of government shutdowns, foreclosures, bankruptcies, and employee layoffs, some contract leaders consistently fail to implement knowledge transfer strategies that could improve production and profitability and maintain operational readiness when employees transition in and out of the organization. The conceptual framework for this descriptive research study was Nonaka and Takeuchi\u27s socialization, externalization, combination, and internalization model for knowledge creation. A purposive sample of 20 leaders from 2 contract organizations within the south central United States with at least 10 years of experience in contracting were interviewed. Member checking was used for reliability of the synthesized interviews, and triangulation was accomplished by a review of the organization\u27s policies and standard operational procedures that confirmed the implemented processes. Thematic analysis was used to determine the 5 key themes identified in this study: cross-training, right-seat riding, after-action reviews, job shadowing, and surveying. By understanding the value of knowledge transfer strategy, business leaders and employees may benefit by establishing future business relationships and associations that create positive social change through established processes