The Role of Middle Managers in Knowledge Transfer

Robert Carty () and Siobhan Walsh
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Robert Carty: London Metropolitan University, Department of Management and Professional Development, 84 Moorgate, London EC2M 6SQ, United Kingdom
Siobhan Walsh: London Metropolitan University, Department of Management and Professional Development, 84 Moorgate, London EC2M 6SQ, United Kingdom

Journal of Information & Knowledge Management (JIKM), 2007, vol. 06, issue 04, 297-302

Abstract: This paper examines the causes of knowledge loss in a company undergoing a process of radical change. Using a methodology based on a single case study, the research highlights the critical role of middle managers in facilitating knowledge transfer. Middle managers facilitate both socialisation mechanisms for knowledge transfer and the maintenance of knowledge transfer systems based on information technology. The findings of the research suggest that eliminating layers of middle management will inevitably lead to knowledge loss, with consequential implications for competitive advantage. Based on the findings, a typology linking knowledge transfer to organisational forms is proposed.

Keywords: Knowledge management; knowledge loss; management roles (search for similar items in EconPapers)
Date: 2007
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DOI: 10.1142/S021964920700186X

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