Transferring organizational practices requires an understanding not only of what is being transferred but also of what is needed to ensure that the transfer is successful. In line with this thinking, the purpose of this study is to examine three factors that are crucial parts of this mechanism: use of teams, culture, and capacity.
The study uses a quantitative approach of a Fortune 500 company involved in energy supply. Data are gathered using survey methodology with items drawn from previous research. Hierarchical ordinary least squares are the methodology employed to analyze the data.
The study highlights how using teams, employing a collaborative culture, and possessing capacity after accounting for the control variables affected the knowledge transfer process and provides some insights into ways in which the process can be better managed.
Using this framework, it becomes problematic to separate individual and collective learning.
The paper reinforces the idea that building a collaborative environment in which sharing and seeing knowledge as an organizational asset are essential to success.
The study reinforces the notion that individuals are being asked to make a major change in their approach to the management of knowledge: rather than as an individual asset to be exploited, it should be seen as an organizational asset. This requires that employees change the way they do things. Furthermore, knowledge is not an asset that can be easily discarded and replaced. As a consequence, organizations need to recognize that knowledge management can only be successful if a collaborative environment is created and the organization builds on what it already knows.
