Using Mentoring and Storytelling to Transfer Knowledge in the Workplace

Walter C. Swap, Dorothy A. Leonard, Mimi Shields and Lisa Abrams
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Walter C. Swap: Psychology at Tufts University, USA
Dorothy A. Leonard: Business Administration at Harvard Business School, USA
Mimi Shields: Technology and Operations Management Group at Harvard Business School, USA

Chapter 6 in Managing Knowledge Assets, Creativity and Innovation, 2011, pp 137-158 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThe core capabilities of an organization include critical skills of employees, management systems, and norms and values. Core capabilities may be transferred formally and explicitly. However, much knowledge, particularly knowledge with rich tacit dimensions, is transferred informally through processes of socialization and internalization. We focus on two transfer mechanisms—mentoring and storytelling—that can leverage the knowledge of an organization, particularly its tacit knowledge, to build core capabilities. We draw on relevant research in learning and cognitive psychology to clarify the conditions under which mentoring and storytelling can be most effective as carriers of knowledge. Finally, we present recommendations for specific managerial practices that follow from our analysis.

Keywords: Innovation; Creativity; Knowledge; New Product Development; Implementation; Managing Knowledge; Intrapreneurship (search for similar items in EconPapers)
Date: 2011
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