The Effect of Knowledge Transfer Motivation, Receiver Capability, and Motivation on Organizational Performance

The Effect of Knowledge Transfer Motivation, Receiver Capability, and Motivation on Organizational Performance

James M. Bloodgood (Kansas State University, USA), Michael A. Chilton (Kansas State University, USA) and Thomas C. Bloodgood (Indiana University Purdue University at Indianapolis, USA)
DOI: 10.4018/978-1-4666-4679-7.ch013
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Abstract

Possessing knowledge resources is insufficient for organizational success. To achieve a competitive advantage, organizations need to be able to transfer knowledge from where it exists to where it is needed within the organization. This chapter examines the importance of motivation and capability of the sender and the receiver in knowledge transfer success in organizations. The Awareness, Motivation, Capability (AMC) perspective is used as a basis for explaining how various individual and organizational factors influence knowledge transfer. These factors are built into a knowledge transfer model that shows the relationship among them. Recommendations are made to provide managers with actions they can take at the individual and organizational levels to implement successful knowledge transfer practices within their organizations.
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Background

The transfer of knowledge within organizations can be viewed as one of the most important activities necessary for achieving a competitive advantage. Firms that are able to strengthen their knowledge transfer ability are in a better position to gain and sustain an advantage over their competitors. In focusing on the motivation and capabilities necessary for knowledge transfer, we build a model (see Figure 1) to portray the relationships among the significant variables of interest. These relationships are discussed separately, but they can overlap a great deal in practice.

Figure 1.

Knowledge transfer model

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