Six tenets for developing an effective knowledge transfer strategy

The purpose of this article is to identify common traits amongst complex, knowledge‐intensive organizations in their approach to managing their core business processes in a way that maximises knowledge transfer along these processes.

The research follows an empirically‐based multiple case study approach across six national/multi‐national knowledge‐based organizations. A core‐complex process was identified within each organization, and key employees along the respective process where interviewed concerning the manner in which the processes were managed and modified.

Those organizations that identified their core business processes as being responsive and flexible could be shown to adopt common traits in their approach to ensuring continued performance related knowledge transfer. However, those that had less‐responsive processes seemed to share similar issues; failure to align their knowledge strategy to their process development and failure to engage end‐users throughout the process life cycle.

The findings are based on a limited sample size of six organizations, and the nature of the findings are presented in an inductive‐theory building way. Therefore, the findings are not presented as a final position, but as a starting point for further research into complex, knowledge transfer intensive business process development and design.

From the findings, six tenets that all of the more successful organizations follow.

Within any dynamic organization core business processes are under pressure to perform within a constantly changing business environment. These processes can be viewed as knowledge‐pathway, therefore, it is important to understand how an organization can continue to re‐shape processes in a way that continues to support performance related knowledge transfer.