The role knowledge transfer and creation play in managerial KM initiatives

Glen Duncan

Research output: Book chapter/Published conference paperConference paperpeer-review

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Knowledge transfer and knowledge creation are two theoretical processes fundamental to the academic literature on knowledge management (KM). The emphasis on these processes is not so great within the KM practitioner literature. The practitioner literature tends to focus on particular managerial activities and initiatives, some of which at times only have very loose connection to the literature. This paper examines the relationship between the theoretical processes of knowledge transfer and knowledge creation in relation to five management practices. In doing so, it seeks to create one pathway through which the disconnected academic and practitioner discourses on KM can connect. It is argued that knowledge transfer and knowledge creation are two underlying process fundamental to KM. Organisational knowledge is created in a dynamic process which is influenced by the nature of the knowledge transfer that takes place. In this paper, five managerial KM practices are considered: research and development, business networking, restructuring, training and strategic planning. It is proposed that these practices can encourage an environment where knowledge transfer can take place. This new environment then in turn fosters knowledge creation as measured by innovation in the study.URL:
Original languageEnglish
Title of host publicationBAM2012
Subtitle of host publicationManagement Research Revisited: Prospects for Theory and Practice
Place of PublicationUK
Number of pages21
Publication statusPublished - 2009
EventBritish Academy of Management Conference - Brighton, UK, United Kingdom
Duration: 15 Sep 200917 Sep 2009


ConferenceBritish Academy of Management Conference
Country/TerritoryUnited Kingdom


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