Modelling the Knowledge Transfer Process between Founder and Successor in Vietnamese Family Businesses Succession

Purpose The transfer of knowledge has been identified as an important part of the family business succession process. This paper examines the knowledge transfer process from founder to successor to understand and model the factors that influence the knowledge transfer process in the Vietnamese family business context. Design/methodology/approach This research adopts an inductive qualitative approach, conducting face-to-face semi-structured interviews with five father-son succession pairs. The interviews with founders and successors, ten in total, formed the basis of five case studies. The cases were all at an advanced stage of the process of business knowledge transfer and family business succession. Findings A contextualized model was developed, highlighting the main factors that influence the knowledge transfer process from the founder to the successor in a Vietnamese family business context. This model identifies the influence of factors, some of which are not commonly presented in western family business literature. These include the importance of the role of the mother in mediating the relationship quality between the founder and the successor and the successor pursuing education and external work experience to improve their cognitive and reflective abilities. The need for affinity between family members is also highlighted as important. Originality/value In Vietnam, most family-run businesses are still under the control of the founder. This research provides insight into the succession process in Vietnam. This research addresses calls for further exploration into the factors that influence the transfer of knowledge in the family business succession process and to research this process in a collectivist society, both of which remain under-researched

Knowledge transfer processes in PFI/PPP: critical success factors

Successful knowledge transfer is an important process which requires continuous improvement in today’s knowledge-intensive economy. However, improving knowledge transfer processes represents a challenge for construction practitioners due to the complexity of knowledge acquisition, codification and sharing. Although knowledge transfer is context based, understanding the critical success factors can lead to improvements in the transfer process. This paper seeks to identify and evaluate the most significant critical factors for improving knowledge transfer processes in Public Private Partnerships/Private Finance Initiatives (PPP/PFI) projects. Drawing upon a questionnaire survey of 52 construction firms located in the UK, data is analysed using Severity Index (SI) and Coefficient of Variation (COV), to examine and identify these factors in PPP/PFI schemes. The findings suggest that a supportive leadership, participation/commitment from the relevant parties, and good communication between the relevant parties are crucial to improving knowledge transfer processes in PFI schemes. Practitioners, managers and researchers can use the findings to efficiently design performance measures for analysing and improving knowledge transfer processes

Approaches to knowledge‐transfer systems

The use of computers for knowledge transfer does not result automatically in success: the efficiency of the process depends on the approach to instruction underlying the knowledge‐transfer system in question. In this paper, the authors describe and compare computer technologies used for instruction in Computer‐Aided Instruction (CAI) courses, electronic books, and knowledge‐transfer systems based on heterogeneous information. They also deal with some psychological issues involved in dialogue, with the adaptability of knowledge‐transfer systems, and with psychologically‐based computerized instruction

Factors Affecting Knowledge Transfer in Project Environments

Most project teams consist of knowledge workers, and the issue of how to better transfer knowledge across individuals and groups becomes a central concern. The main purpose of this article is to study the factors affecting the knowledge transfer process and their importance for project’s success. The factors analyzed in this article are trust among individuals, members of the team, project culture, values and the beliefs of the individuals and motivation of those involved in the project, both intrinsic and extrinsic. In order to overcome the barriers affecting the knowledge transfer process, project managers must create an environment where knowledge workers must feel free to share and re-use their knowledge.barriers; knowledge transfer; motivation; trust; project management.

Knowledge Transfer and the Services Sector in the Context of the New Economy

This paper examines the processes of knowledge transfer in the services sector in the economic reality, increasingly affected by the use of information and communication technologies. An important focus is to explore whether the knowledge transfer channels, traditionally used in manufacturing, can also be made use of in services. To this end, the authors examine the specificity of services with respect to the nature of their output, degree of customer participation in the production process, degree of simultaneity of production and consumption, and study its effect on knowledge transfer. It turns out that in services the following transfer channels are highly important: foreign direct investment, training and producer-consumer two-way knowledge transfer, whereas for manufacturing links with academy and patents are very significant. It is underlined that the characteristics of knowledge holders and knowledge recipients are very important for the process of knowledge transfer. The paper also contains recommendations for policy-making in relation to the knowledge transfer in the Dutch services sector in the context of new economy.economics of technology ;

Managing Expatriation, Repatriation and Organisational Learning in MNCs: an Integrative Framework

In the expanding global economy knowledge has became one of the most strategically-significant resource, so that firms’ competitive advantage depends, more and more, on their ability to create, transfer and protect knowledge asset. Since very few firms are able to develop a wide range of knowledge internally, expatriation and repatriation may be considered as important sources of competitive advantage, thanks to the huge amount of knowledge, both tacit and explicit, that corporate may acquire by managing the cycle. Prior researches mainly investigated the intra-organisational knowledge transfer – from headquarter to subsidiaries – allowed by the expatriates. Very few studies, on the contrary, focused on the “reverse” process – from the subsidiaries to headquarter. According to this, we aim at deeply investigate the conditions upon which intra-organisational knowledge transfer may occur, and corporate learning process may be fostered, as well. In doing so, we focus on the entire expatriate-repatriate cycle, assuming that the effectiveness of knowledge transfer depend on the way the whole process is managed. An integrative theoretical model will be finally suggested, and recommendations for further researches will be proposed.multinational; expatriation; repatriation; knowledge transfer; organisational learning.

Transfer as a reciprocal process: How to foster receptivity to results of transdisciplinary research

Transdisciplinary research (TDR) seeks to address real-world problems and aims to be socially transformative. This normative objective extends beyond particular TDR projects, as real-world problems are embedded in concrete contexts but, at the same time, are also related to wider societal challenges that are not restricted to one context. Therefore, TDR generally entails transfer of knowledge and results to other contexts. However, the TDR discourse has mainly treated transfer efforts from the perspective of scientific generalization, translation and packaging of knowledge. Within this understanding of transfer, little attention has been paid to interplay between contexts and the role of new contexts themselves. This article is based on qualitative explorative research on four TDR projects. Its results were iteratively derived through project analysis, reflection on insights from the literature and discussions with TDR experts. We propose that transfer is a complex reciprocal process in which different types of knowledge are provided and transferred to other contexts, where knowledge is adapted, enriched and modified. In addition to project researchers, actors in other (pick-up) contexts also play an important role for successful transfer and appropriation of TDR results. Generating transfer potential within the duration of a project depends on being aware of potential pick-up contexts. To address the interdependent aspects of transfer (results, mediation, and appropriation in other contexts), we present a comprehensive model outlining TDR transfer processes. To support projects seeking to raise their transfer potential in a more conscious manner, we also formulate three overarching recommendations: 1) process results for transfer adequately, 2) identify and support intermediaries and, 3) increase awareness of and address other contexts. Considering these recommendations while also being aware of their interdependence may increase potential for transfer of knowledge and results to other contexts. Our conceptual understanding acknowledges the complexity and non-linearity of endeavors to take advantage of case-specifically gained knowledge and results in other contexts or at other scales

Knowledge Creation as a Square Dance on the Hilbert Cube

This paper presents a micro-model of knowledge creation and transfer in a small group of people. Our model incorporates two key aspects of the cooperative process of knowledge creation: (i) heterogeneity of people in their state of knowledge is essential for successful cooperation in the joint creation of new ideas, while (ii) the very process of cooperative knowledge creation affects the heterogeneity of people through the accumulation of knowledge in common. In the two person case, we show that the equilibrium process tends to result in the accumulation of too much knowledge in common compared to the most productive state. Unlike the two-person case, in the four person case we show that the equilibrium process of knowledge creation may converge to the most productive state. Equilibrium paths are found analytically, and they are a discontinuous function of initial heterogeneity.knowledge creation, knowledge transfer, knowledge externalities, microfoundations of endogenous growth

A new Potential-Based Reward Shaping for Reinforcement Learning Agent

Potential-based reward shaping (PBRS) is a particular category of machine learning methods which aims to improve the learning speed of a reinforcement learning agent by extracting and utilizing extra knowledge while performing a task. There are two steps in the process of transfer learning: extracting knowledge from previously learned tasks and transferring that knowledge to use it in a target task. The latter step is well discussed in the literature with various methods being proposed for it, while the former has been explored less. With this in mind, the type of knowledge that is transmitted is very important and can lead to considerable improvement. Among the literature of both the transfer learning and the potential-based reward shaping, a subject that has never been addressed is the knowledge gathered during the learning process itself. In this paper, we presented a novel potential-based reward shaping method that attempted to extract knowledge from the learning process. The proposed method extracts knowledge from episodes' cumulative rewards. The proposed method has been evaluated in the Arcade learning environment and the results indicate an improvement in the learning process in both the single-task and the multi-task reinforcement learner agents