Document Information:
Title:Managing organizational memory with intergenerational knowledge transfer
Author(s):Jean-François Harvey, (PhD Candidate in the Department of Management, HEC Montréal, Montréal, Canada and SKEMA Business School, Sophia Antipolis, France)
Citation:Jean-François Harvey, (2012) "Managing organizational memory with intergenerational knowledge transfer", Journal of Knowledge Management, Vol. 16 Iss: 3, pp.400 - 417
Keywords:Information transfer, Intergenerational knowledge transfer, Knowledge management, Organizational memory, Social capital
Article type:Research paperDOI:10.1108/13673271211238733 (Permanent URL)Publisher:Emerald Group Publishing LimitedAcknowledgements:Received October 2011Revised January 2012January 2012Accepted January 2012
The author is grateful for comments from Professors Alain Rondeau, Patrick Cohendet, Stefano Borzillo and Brian Hobbs, colleague and friend Louis-Etienne Dubois, the Editor Rory Chase, and two anonymous reviewers, all of whom helped to substantially strengthen the paper. The author would also like to give special thanks to Marie Côté and the participants in this study.
Abstract:
Purpose – The purpose of this paper is to provide the systematic analysis of an innovative, intergenerational knowledge transfer strategy in a knowledge-intensive organization.
Design/methodology/approach – The case study method was adopted to study the intergenerational knowledge transfer activities. A triangulated approach was employed in respect of the data collection, which included non-participatory observation, focus groups, documentary analysis, and semi-structured interviews. A pattern analysis of data account was undertaken.
Findings – Two models for intergenerational knowledge transfer are presented: the source-recipient model and the model of mutual exchange. This research also shows how a context conducive to knowledge transfer was developed, and concludes that this context allowed both explicit and tacit knowledge to be transferred.
Research limitations/implications – Often ignored or underestimated this study highlights the need for motivation, inspiration, and empowerment in knowledge transfer. The main limitation of this study is the generalizability of the findings.
Practical implications – The two models for intergenerational knowledge transfer provide a rubric against which both old and new intergenerational knowledge transfer initiatives can be assessed to determine whether they are capable of encouraging the transfer of both explicit and tacit knowledge.
Originality/value – There is little empirical work on the design and implementation of strategies for managing organizational memory. The integrated models and empirical results of this study can serve as guides in that process.
- See more at: http://www.emeraldinsight.com/journals.htm?articleid=17036145&show=abstract#sthash.XtUexsRk.dpuf