What Motivates Organisational Knowledge Transfer? Some Lessons from a UK-Based Multinational

Sajjad M. Jasimuddin (), N. A. D. Connell () and Jonathan H. Klein ()
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Sajjad M. Jasimuddin: School of Management and Business, University of Wales, Aberystwyth (UWA), Aberystwyth, SY23 3DD, UK
N. A. D. Connell: School of Management, University of Southampton, Southampton S017 1BJ, UK
Jonathan H. Klein: School of Management, University of Southampton, Southampton S017 1BJ, UK

Journal of Information & Knowledge Management (JIKM), 2006, vol. 05, issue 02, 165-171

Abstract: The transfer of knowledge is an important task of contemporary organisations. In the knowledge-based economy, more and more organisations have increasingly recognised and encouraged the value of knowledge transfer. However, there is sometimes a tendency to horde knowledge, perhaps through fear of losing power or through uncertainty over job security. In this paper, we consider the motivators of knowledge transfer based on an empirical study carried out in part of a UK multinational, IBM Laboratories, in which the atmosphere appeared conducive to knowledge sharing, and knowledge transfer appeared voluntary and spontaneous. The paper questions why members of an organisation like IBM might be enthusiastic about the transfer of knowledge among themselves. The paper investigates the motivating factors that encourage the transfer of knowledge. A number of motivators underlying knowledge transfer are identified.

Keywords: Organisational knowledge; knowledge transfer; power; knowledge management; motivation (search for similar items in EconPapers)
Date: 2006
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Citations: View citations in EconPapers (3)

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DOI: 10.1142/S0219649206001414

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