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Summary
Summary
Argues that creating knowledge transfer systems requires matching the type of knowledge to be shared to the method suited for transferring it effectively. This book reveals insights into how organizational knowledge is created, how it can be shared - and why transfer systems work. It is based on a study of organizations including Ford and Chevron.
Author Notes
Nancy M. Dixon is an Associate Professor of Administrative Sciences at The George Washington University.
Reviews 1
Choice Review
Dixon (George Washington Univ.), an expert in organizational learning, presents useful insights into how organizations create knowledge and share it effectively. Knowledge management is critical for organizations as they strive to create and maintain a competitive advantage. Although there are several books available about knowledge management, this one presents a practical approach that gives readers a blueprint for how to set up an appropriate system that will meet the unique requirements of their organizations. When an organization decides to create a knowledge management system, managers should do three things: identify intended receivers involved in the process, define the nature of the tasks, and determine the type of knowledge to be transferred. Managers then need to select from five categories of knowledge transfer: serial, near, far, strategic, and expert. Dixon discusses how each works, important criteria for success, design guidelines, key business drivers, and barriers to success. For each transfer type, she includes scenarios and real-world examples from Ernst & Young, Bethel, Ford, Chevron, British Petroleum, Texas Instruments, and the US Army. This excellent addition to the literature is highly recommended for practitioners and undergraduate and graduate students. G. Klinefelter; Everglades College
Table of Contents
| Acknowledgments | p. ix |
| 1 Introduction | p. 1 |
| 2 Creating and Leveraging Common Knowledge | p. 17 |
| 3 Serial Transfer | p. 33 |
| 4 Near Transfer | p. 53 |
| 5 Far Transfer | p. 77 |
| 6 Strategic Transfer | p. 99 |
| 7 Expert Transfer | p. 127 |
| 8 Looking Across the Five Types of Knowledge Transfer | p. 143 |
| 9 Building an Integrated System for Knowledge Transfer | p. 161 |
| Notes | p. 175 |
| Index | p. 179 |
| About the Author | p. 187 |
