This research study, which is based on social information‐processing theory, proposes examining factors that affect intra‐organizational efforts at promoting the successful transfer of best practices.
Using data collected from multiple respondents in a Fortune 500 company whose primary line of business is electricity generation, the author examines three impediments to knowledge transfer: trust, provider reputation, and recipient reputation.
The findings indicate that these factors provide a signaling effect to employees and play a critical role in the transfer of best practices. These findings reinforce the notion that the successful transfer of best practices is highly dependent on the willingness of employees to share. More important, achieving knowledge transfer objectives is easier said than done. Trust and reputation develop over time, are closely guarded by its representatives, and must be nurtured and protected.
One limitation of this study is that its generalizability may be limited because it is a single organization study. However, it does have significant practical implications, as it reinforces the need to create an appropriate environment for employees to engage in these activities.
The findings reinforce the need to create an appropriate environment for employees to engage in activities, and the notion that knowledge management is critical to success, but its management requires specific approaches that do not apply to other resources.
