Challenges of Knowledge Transfer in Organisations Literature review

Ch totallyenges of Knowledge Transfer in Organisations - Literature review ExampleThis importance has given ascent to the need of noesis management techniques that organizations butt implement, and can successfully manage the flow of experience in their organizations. There are various models about knowledge canalise. Two of the most famous models include Ikujiro Nonaka and Hirotaka Takeuchis SECI model and Boisots I-Space model (Bratianu, 2010, p. 193). These two have many things in common. According to Nonako and Takeuchis SECI model, knowledge transfer in any organization takes place in four levels. This model divides knowledge into tacit knowledge or implied knowledge, and explicit or expressed knowledge. This models describes the descent between these two types of knowledge by means of four stages i.e. socialization, externalisation, combination and internalization. Socialization is the first step that happens when an organization member comes under exposure to the stories or experiences through separate employees. Apprenticeship proves to be a good example of this stage as the form of knowledge transfer is tacit to tacit. Next stage is of externalization, which happens when organization members substitute tacit knowledge learned in the above stage into explicit knowledge. An example of this can include taking graphic symbol into a project where all the team members contribute from their knowledge (Bratianu, 2010, p. 193). Combination is the third stage, which signifies the transfer of explicit to explicit knowledge. This happens when the knowledge externalised is combined with earlier knowledge and applied to a broader aggroup or entity. Similarly, the last stage is internalization which signifies the transfer of explicit to tacit knowledge. This happens when the knowledge becomes an inseparable and integral part of an organizational member or members and they can readily transfer it onwards through socialization (Wickes, 2003, p. 5). This mode l suggests that these four stages happen in a cyclical form where one stage follows the other and it forms a spiral of knowledge. Moreover, this model also suggests that knowledge increases as the spirals increase and as it comes under the exposure of more and more organizational members. Another supposition of knowledge management that is very similar to Nonako and Takeuchis model is Boisots I-Space model. Boisot classifies knowledge present in any organization into three dimensions. First dimension is codified and un-codified knowledge. This is similar to SECI models tacit and explicit knowledge (Strach & Everett, 2006, p. 5). Codified knowledge is one that is easily transferred including financial data or any other thing that is properly documented. On the other hand, un-codified knowledge is one that is not properly documented and it is preserved only in the memories of organizational members or is part of an organizations culture therefore, it is implied. Examples of un-codif ied knowledge would include stories and experiences that are held with individuals. Another dimension of knowledge as suggested by Boisot includes abstract and concrete knowledge. This dimension is self-importance explanatory. The third dimension of knowledge according to Boisots theory includes diffused and undiffused knowledge. Diffused knowledge refers to that knowledge that is open to all organizational member whereas, undiffused knowledge is the one that is available to only a selected few e.g. to top management etc