Knowledge Transfer - Science topic

That fine. Its good to generalise your findings. Surely, I will try to respond by filling in your questionnaire.

Bonjour,

Je ne suis malheureusement pas marocaine mais je vais diffuser dans mon réseau!

Bonne journée

Cecilia Calderon, further my last post, two articles that address the issue of knowledge transfer are:

Hi Nechirvan, I am interested to be a partner in this research and help you to conduct this research. Let me know how I can be of support in this regard. I have published one paper already already, and two others are in process for publication.

Dear Pie Ntampaka ,

It is not a publisher but a company that can promote your already published work for a fee. There are various companies (some linked to each other) around and they are discussed in various questions/discussions here on RG:

Personally, I am not interested in getting my work promoted for a fee, but that’s my personal opinion.

Best regards.

Organizational Behavior Research Topics

Counterproductive Work Behavior: CWB-I.

Counterproductive Work Behavior: CWB-O.

Creativity at Work.

Customer Satisfaction.

Cyberloafing at Work.

Employee Theft.

Innovation.

Integrity.

There are two articles that show this gap from different perspectives and that can be complemented. One takes it from education in general and the other from education for health practice. I hope they serve you, best regards.

In recent years, technological innovations, including, for example, innovations in the field of new information technologies, ICT and Industry 4.0, increase the possibilities of international operation of enterprises and corporations. These processes take place in many economic entities operating internationally and thus accelerate the processes of informational, technological and economic globalization.

Regards,

Dariusz Prokopowicz

In my view, collaboration writing is a good idea, in the general topic, collaborate idea to completed and create good quality articles.

ادارة المعرفة بحر يعتمد في طبيهته على KNOW HOW

Knowledge transfer is a new role undertaken by significant universities. The part of universities used to be research and education. Currently, knowledge transfer has been added to these roles. The aim of knowledge transfer is to use new knowledge produced from research to create projects. These projects can help in improving the community, industry, education and health. This can be achieved through collaboration with industry and innovative projects. in the example you mentioned, chemistry, it could be through joint projects with industry- production of new chemicals, or materials from chemicals, or medications etc. it is not about the learning process. It is about the use of knowledge and transfers new knowledge to projects.

You are welcome!

Hi.,

Employee engagement is the extent to which employees feel valued and involved in their everyday work. ... Running an employee engagement survey doesn't just measure how happy employees are—it measures how dedicated they are to the mission and outcome of your company.

The measuring employee engagement on a regular basis.

How to survey your employees – and why it's so important

Since you will be testing two proportions, a Z-test would be applicable and in the case sample sizes larger than thirty would suffice

To reach peoples and direct them,we should:

1-make things simple and easy to understand.

2-use technology to demonstrate.

3-advertise scientifically not propoganda.

4-give bonus and advantages.

knowledge is the basis of everything! therefore, the study of knowledge management, from whatever point of view you will face, is an issue that will always have an application.

The Overseas Development Institute has conducted much work with researchers, organizations, and governments to improve the integration of knowledge and research-based evidence into policy-making: its publications on research and policy in development are at https://www.odi.org/our-work/programmes/research-and-policy-development.

ROMA, to name but one, is an approach to improving policy engagement processes and so influence change. It comprises a suite of tools that any organization can use at any stage in their policy engagement process to improve how they diagnose the problem, understand the types of impact their work could have on policy-making, set realistic objectives for policy influence, develop a plan to achieve those objectives, monitor and learn from the progress they are making, and reflect the learning back into their work. Details of ROMA are at https://www.odi.org/features/roma/home.

Good Day, Thomasz. The below paper ' Effectuating Tacit and Explicit Knowledge via Personal Knowledge Management Frameworks and Devices' utilizes and references sources which differentiate (e.g. Wierzbicki A.P. and Nakamori Y. (2007a) Creative environments: Issues of creativity support for the knowledge civilization age, Springer Publishing Company) between the academic and business world but also point to cumulative synthesis as a common ground methodology (e.g. Usher, A.P. (2013) A history of mechanical inventions (Revised ed.), Courier Corporation). see: https://www.researchgate.net/publication/326877071

Here are some suggestions for implementing a system for knowledge management and transfer in your company(https://www.forbes.com/ Chris Cancialosi):

1. Make it formal. While water-cooler banter is better than nothing, you need consistent, clear processes and tools. As an aviator, I’m partial to lists.

My team creates documents that clearly outline how a process works. We also use checklists and sample templates to ensure that following the process is easy. This increases the confidence of the team members who know that they’re not expected to just “figure it out” when the time comes. Even something as simple as taking notes during meetings and sharing them will keep your employees in the loop.

2. Create duplication. I’m not suggesting that you need two people for every job, but you do need to plan for the worst. Cross-training can mitigate the risk of a key person leaving with a head full of knowledge. Ensure that there are at least two people who can step in during an emergency.

For example, imagine a football team. If the quarterback is injured, another player has to step into that position. But what if no one has practiced that role? Your team probably wouldn’t win the game.

3. Train, train, train. By providing your team members with formal training opportunities, you ensure that you have duplication of skills in the system. However, if you don’t have the resources for formal training, you can try this simulation: Remove a key person from the system temporarily so the team can see what happens. If things fall apart quickly, people will be eager to figure out how to prevent that failure from happening in the future.

For organizations that have effectively transferred knowledge to others, these situations present opportunities for employees to put their knowledge into practice and build their confidence.

4. Use systems. Technology can capture key information for later generations to use. They shouldn’t have to relearn what others discovered. By standing on the shoulders of those who have come before, newcomers can take the ball and run with it rather than spinning their wheels rehashing the same ground that’s already been covered.

5. Create opportunities. Set up informal gatherings where team members can exchange information and develop networks organically. Develop communities of practice so employees can work together to find and share information. This is a great way to capture and share knowledge with a broad audience.

6. Be smart when using consultants. While a consultant can be a valuable asset, keep in mind that they’ll leave after the work is through. Make sure you plan to have their knowledge transferred to internal personnel so you can carry on once they’ve departed.

The optimum blend of lecture and problem based methodology will be more effective as it requires listening and brain stroming.

That's a great project and innovative as such. Please, you can read my article on conceptual framework to help you. Kindly download on my RG profile. All the best.

Not sure if that might be useful for you, it is not a protocol nor a framework, but it might give several insights to you. It is an european project WIRKT (workshop on interdisciplinary research and knowledge transfer)

I really appreciate your kind help, your proposal is very interesting. Would you say it will be suitable to add "ambidextrous" as one of the strategic capabilities a successor must have, from the incumbents point of view?

Thank you very much.

Mapping in GIS based softwares can be very useful in determining areas where high quantity of irrigation is required, planning of irrigation and drainage schemes etc. GIS mapping of an area using interpolation techniques etc help to assess the soil composition water demand etc at any location based on observed datas at other locations etc. 

Guenter Clar: My question is that I am using (Liyanage et al., 2009) knowledge transfer model (Western KT model) in Chinese context. Please guide me, how I can argue that Liyanage et al., 2009 model (as Western KT model) is valid to use as adopted model in Chinese KT/TT context through literature/reference support. Waiting for your kind reply/feedback, please.

Hi, I recommend to read Gabriel Szulanski's work, for example:

Szulanski, G. (2000). The process of knowledge transfer: A diachronic analysis of stickiness. Organizational Behavior and Human Decision Processes, 82(1), 9-27. Does this help?

@Steven: I found it, thanks. I have also had a look at Armstrong's website. There is quite a number of publications, did you have some specific paper in mind?

What´s the research question? 

nice question!

Today's exams don't measure creativity !! You mug up ( or may be copy-cut-paste) answers to some stereotyped questions and score marks..may be this is the ultimate aim of most of the exams now a days!!!

Who cares for creativity today?? teachers?/ question setters?/ examiners?/   recruiters? ?? If none of these above then how a student can??

A million dollar question to think upon..

There is more general research on the spread of information

in (social) networks.

Regards,

Joachim

Is there a big difference between Knowledge Management (KM) and Knowledge Transfer (KT) ?

The preparation of a completion report is mandatory in many organizations. Naturally, the amount of detail required is a function of the complexity of the undertaking. Irrespective, the intention is to benefit from the experience gained so the organization might know how to improve the planning, formulation, and implementation of future endeavors.

A technical assistance completion report, for example, would typically (i) examine the rationale for the technical assistance, the adequacy of its formulation (including the level of stakeholder participation and ownership), and the clarity and comprehensiveness of the terms of reference; (ii) evaluate the achievement of the outputs and outcome, the delivery of inputs, and the conduct of activities; (iii) assess the quality of the outputs and outcome including the reports produced, the presentations made, the transfer of technology accomplished (including the number of staff trained and their retention), and the delivery of time-bound targets; (iv) describe the implementation of the technical assistance and any significant changes occurring between its preparation and implementation (including changes in the context in which the technical assistance was carried out); (v) review the performance of consultants; (vi) identify major lessons and provide recommendations on follow-up actions and how to improve future technical assistance; and (vii) rate the performance of the technical assistance.

Conducting After-Action Reviews and Retrospects, available at https://www.researchgate.net/publication/254583099_Conducting_After-Action_Reviews_and_Retrospects, describes a simple process that can be used to assess the effectiveness of any type of activity.

South–South cooperation is something of an umbrella term that describes the exchange of resources, technology, and knowledge between developing countries. (To my mind, even if cooperative agreements are commonly framed as a means to enhance strategic resources, the more important rationale is always the intent to learn.) This said, asymmetries between parties do (naturally) exist, which of course explains why they partner in the first place. Knowledge-related asymmetries, for example, fall in three categories: (i) information, (ii) knowledge, and (iii) learning. Capabilities in each will have a different effect on the individual performance of partners, the realization of objectives, and the stability of the cooperative agreement. And so, yes, South–South cooperative agreements should not be sold as if they were partnerships of equals. Therefore, the least that partners should do is to be conscious of that so they may, proactively, work together to resolve variegated differences and enhance overall effectiveness.

Dear Lucas,

You should be more explicit about the kind of "exchange" that you are interested about. The answer is different if your concerns are in economics, politics. medicine or other social aspects. If you are interested in scientific exchange, e.g.,  research on medicine, plants and/or  animal biodiversity, conservation, etc,. then you should  contact the Research Councils or Institutions providing funding that should have information on ongoing research or collaborative research programs among Brazil and Mozambique or other countries. 

Best wishes,

Gloria

Near and far learning depends on one's ability of understanding at a certain stage in life during teaching and learning (T&L). if today you are teaching children with different cognitive ability, some will understand whatever subject you are teaching immediately which is near and within a short term, but others will take a longer time till you get far of what you are teaching before their cognitive gain understanding. and in some instance they have to pass that stage or level before they will get the understanding of what you taught them.

Cabrera, A., Collins, W. C., & Salgado, J. F. (2006). Determinants of individual engagement in knowledge sharing. International Journal of Human Resource

Management, 17(2), 245−264.

Knowledge Sharing Behavior

 Sharing one’s ideas and experiences (Cabrera et al. 2006)

1.     Anytime I have valuable information related to my work, I do whatever is in my hand to

make it available to other people who I think could be interested.

2.     When information is requested about some work I have done or in my area of expertise, I

do not hesitate to fully provide the interested person with all the information that I have.

3.     I participate actively in one or several forums or work groups within the virtual cooperation providing my ideas and helping others find solutions to their problems.

4.     I am too busy with my own work to be able to help others find solutions to their problems

(reversed scored)

Requesting or seeking information or insight from others (Cabrera et al. 2006)

5.     I often search through the information tools I have available for information and

experiences which may be valuable for the work I am doing.

6.     I try to stay updated by exploring all the information I can find through the information

systems I have available.

7.     I often publish requests for advice and information that can help me in my work.

8.     I do not have time to search through the sources I have within the virtual cooperation for information or experiences other people may have had (Reversed scored).

I suggest the following paper which provides a meta-analysis of numerical measures of knowledge transfer in MNCs, and provides a list of references to the source papers. 

Judith, excellent question. I suggest reviewing these documents and I Agree con Khandoker;

• Alvesson, M. (2001): Knowledge work: Ambiguity, image and identity. Human Relations, Vol. 54, Nro. 7, p. 863-886.

• Andreu, R. y Sieber, S. (1999). La gestión integral del conocimiento y del aprendizaje. Economía Industrial, Nro. 326, p. 63-72.

• Argote, L., McEvily, B., y Reagans, R. (2003). Introduction to special issue on managing knowledge in organizations: Creating, Retaining, and transfering knowledge. Management Science, Vol. 49 Nro.4, v-viii.

• Argyris, C. (1997). Double-loop learning in organizations. Harvard Business Review, September / October, p. 115-125.

• Argyris, C. y Schon, D. (1978): Organizational learning: A theory of Action Perspective. Addison-Wesley, Mass.

• Arthur, J. B., & Aiman-Smith, L. (2002). Gainsharing and organizational learning: An analysis of employee suggestions over time. Academy of Management Journal, Vol.44.,Iss 4.,p. 737-754.

• Bartol, Kathryn y Srivastava Abhishek. (2002). Encouraging knowledge sharing: The role of organizational reward systems. En: Journal of Leadership & Organizational Studies, Vol. 9, Nº. 1, p. 64-76.

• Blackler, F. (1995). Knowledge, knowledge work and organizations: An overview and interpretation. En: Organization Studies, Vol. 16, Nº.6; p. 1021-1046.

• Brown, J.S. y Duguid, P. (1998). Organizating knowledge. California Management Review, Vol. 40 Nro. 3, Srping, p. 90-111.

• Brown, J.S., y Duguid, P. (1991). Organizational learning and communities-of- practice: Toward a unified view of working, learning, and innovation. Organization Science, Vol. 2 , Nro. 1 , p. 40-57.

• Brown, R.B, y Woodland, M.J. (1999). Managing knowledge wisely: A case study in organisational behaviour. Journal of Applied Management Studies, Vol. 8, Nro. 2, p. 175-198.

• Chakravarthy, B., Zaheer, A., & Zaheer, S. (1999). Knowledge sharing in organizations: A field study. St. Paul: University of Minnesota, Strategic Management Resource Center. cognitive theories of development. Journal for the Theory of Social Behaviour, Vol. 23, p. 79-103.

• Davenport, T.H. y Prusak, L. (1998): Working knowledge: How organizations manage what they know. Harvard Business School Press, Boston, Massachusetts.

• Hansen, Morten T., Nitin Nohria, y Thomas Tierney. (1999) What’s your strategy for managing knowledge? En: Harvard Business Review, Vol. 77 Nº.2, p. 106–116.

• Hargadon, Andrew y Fanelli, Angelo. (2002).Action and possibility: reconciling dual perspectives of knowledge in organizations. En: Organization Science, Vol. 13, Nº. 3; p. 290–302.

Dr. Misra, that's very interesting. Please explain more if you get a chance.

Hello Sarunya, ,

In response to your question, you may like to peruse my paper about tacit knowledge transfer by academic staff where I have used narrative analysis.

Good luck.

Hi Sébastien,

·         Consider semi-structured one on one interviews. Time consuming but will produce rich data.

·         People tend to change behaviour/productivity under observation so I tend to stay clear (Hawthorne effect).

·         The same Likert scale questionnaire could be given to both the receiver and transmitter and the responses could be compared to detect variances.

You may like to peruse/cite my papers about tacit knowledge transfer.

http://www.joams.com/uploadfile/2013/0426/20130426024311542.pdf  

Good luck for your study.

Regards

I do most of my research in metaphor use in folklore. You might be looking for something more psychological. I would recommend publications by Sam Glucksberg and his associates. Here is an article by his group from a while back:

Glucksberg, Sam, Matthew S. McGlone and Boaz Kayser. 1992a. “Metaphor Understanding and Conceptual Schema.” Psychological Review no. 99 (3):578-581.

If you are interested in metaphor research more generally, I can post a bibliography.

The real-time feedback of wearable sensors for research is profound.

I think students would be willing to wear classroom sensors if they knew their learning experience was going to improve. Would need to convince them the device was not reading their actual thoughts :)

The ethics requirements would be significant but doable. It would not suprise me if the ethics process took a year or two to satisfy all the requirements. This often discourages important research but it also reduces competition.

Instead of trying to define and measure 'knowledge' transfer, could keep it relatively simple and measure 'concentration'. Its a good problem to have but maybe such an enquiry has the potential to answer too many questions.

The Muse headset software would need to be modified to collect and collate data from multiple input devices. The company provides the software development kit: http://www.choosemuse.com/developer-kit/

Hi

Please accept my apologies for the delay in responding. I have actually now completed my PhD thesis but am now working on book and would be really interested in any opportunities to get audio recordings (anonymous of course) or organizational meetings to use as data for this, The book will be published next year.

Product design and manufacturing organizations are no different than other organizations as far as the continuous learning environment is concerned. Any organization can become a learning organization through continuity of purpose, commitment and empowerment of employees. This requires a conducive organization culture, where human resources are valued, developed, motivated to direct their creative potential towards continuous improvement and innovation in product, process and technology. Strategic management and application of human resources are essential factors for adaptability in a changing environment.

You can look the world development report. It has information about the trends in R and D in agriculture

I think there are two seminal works in this area.  The first is Situated Learning by Lave and Wenger.  Essentially it posits that to be, for example,  a mathematician you need to become a member of the mathematical community.  That is a whole lot more than knowing how to add up.  It is about thinking like a mathematician.  Mathematicians, scientists and engineers have many things in common, but there are also subtle differences which distinguish one community from the other at the cognitive and problem solving levels..  Lave and Wenger show that to become a member of a community is an apprenticeship process where the student starts at the periphery of the group, but through participation in community activities they gradually move to becoming a fully paid up member. 

A very important thing about this, is the community changes as a result of "new blood".  The process of change is not one way.

The history of mathematics illustrates how each generation embraces the past, but moves the community to a different cognitive spaces.  Cantor's work on set theory was considered by many of his predecessors to be heresy.  But his work is now recognised as foundational,

The other work that is critical is the of Professor Stuart Hall from the Open University in the UK.  He shows that the Circuit of Culture has 5 interacting elements: representation (e.g. a book),  consumption (reading), regulation (don't plagiarise), identity (I am a writer) and production (writing).   To become a member of a community requires involvement in the circle.

When I first read Ed Hirsch I threw the book across the room.  It was very bad.  Years later I read it,  And I realised that what Hirsch was saying was to become a participant in aspects of society like government, executive management, etc. required person to be a member of that community, whose cultural characteristics he "defined". It showed that people from minority cultures had immense barriers to overcome if they wanted to join this "elite"   Simply put, the culture of minorities is in general not the culture of power.  Ergo minorities have more work to do if they want to make that transformation. 

As a 1950s West Indian immigrant into the UK, Stuart Hall was the embodiment of someone whose starting point was a long way from academia in the white universities of Britain.  Nevertheless he succeeded.  He certainly became every inch an academic.  But he also transformed academia, pioneering the way for black participation.

The development of collaborative networks is a good example of the scope of work for synergy. In Central America have been consolidating processes working together through centers of excellence, such as CIRAD of France and Bioversity International articulated with IICA, CATIE and other local partners (research institutes, universities) develop joint work processes for research in rust coffee agroforestry systems, cocoa, Musa and climate change. This networking that combines mutually reinforcing. Simultaneously, efforts to capture resources to fund research processes, innovation and transfer are also catalyze. Another good example is the promotion of graduate fellowships for researchers from Latin America and the Caribbean in academic centers of excellence.

As we know knowledge can be improve by sharing it. The sharing of the specialists knowledge may archive in different ways. Here in India, we conduct weekly intra disciplinary case discussion and journal presentation. Monthly inter disciplinary discussions, every quarterly workshops and seminars, and yearly conference. I feel this may be one of the effective method of transferring knowledge to one another. The specialist may also share their works by publishing it and allow free access of new informations.

Ragards

Ratan

The government could be the mediator between universities and industri. In presumption the collaborations between industry and academia is mutually beneficial. Government could start not only collaborations but also legislative initiatives for facilitating industry if they are involved. There are very interesting practices for student training supported not only from companies but from Ministry of Sciences and Education as well.

The CUPS lab at Carnegie Mellon University has been looking at the effects of memory and passwords. Serge Engelman at Berkley has also been looking at passwords and challenge questions. (Disclaimer I used to work with Serge in the CUPS lab.)

There was some work done quite a while ago looking at having humans and computers complete an exchange via a mathematical formula. Unsurprisingly humans aren't very good at math so this didn't go far.

You might actually want to look into research on out of band two factor authentication. There have been several papers, including some at CHI and SOUPS this year, which looked at ways that a user could verify themselves in a non-obvious way. One example being having a unique code sent to their cell phone. Or having tactile feedback given to the user which they then use to construct a unique password each time (CHI 2010?).

Alternatively there has been work by Roy Maxion at Carnegie Mellon on the use to biometrics for continuous authentication. In particular he has been looking at the ways people type on keyboards which can continuously be used to authenticate them and is harder to replicate than a fingerprint.

There has been piles of research into graphical type passwords. Mike Reiter did research on having users construct stories and then select the person, place, and thing associated with their story as their password. This did not work well. SOUPS has had several papers on how people select graphical passwords and the general conclusion is that, depending on the image, most people select the same points on the image. There was also some research out of the CUPS lab (SOUPS 2013?) looking at using easier to remember passwords that used full words instead of letters so you just had to remember a set of words.

I haven't seen any research specifically examining cognitive load in conjunction with passwords, though I would not be surprised if it exists.

Hi Susanne, I think Professor Constantin Bratianu is true.  It is very difficult to find instruments to measuring transfer of tacit knowledge.  I think you will be find the indicators through observation.  Some of these indicators is the intensity of the discussions held, the contents of the discussion, and the process of learning through apprenticeship.  Most of these transfers occur through an informal process.  Nur Effendi, lecturer of business administration at the university of Lampung-Indonesia

Here is a link to the best guide I have seen that explains the academic (institutional) vs industry perspective to achieve better partnerships for knowledge and technology transfer (just reading the prelude will be worth your time):

The beauty of AI, is that it allows you to find the strengths of the individual leaders. The lit review of my paper might guide you. Good luck! It sounds exciting