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Managing organizational memory with intergenerational knowledge transfer

by Jean-Francois Harvey
JOURNAL OF KNOWLEDGE MANAGEMENT ()
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Abstract

Purpose - The purpose of this paper is to provide the systematic\nanalysis of an innovative, intergenerational knowledge transfer strategy\nin a knowledge-intensive organization.\nDesign/methodology/approach - The case study method was adopted to study\nthe intergenerational knowledge transfer activities. A triangulated\napproach was employed in respect of the data collection, which included\nnon-participatory observation, focus groups, documentary, analysis, and\nsemi-structured interviews. A pattern analysis of data account was\nundertaken.\nFindings - Two models for intergenerational knowledge transfer are\npresented: the source-recipient model and the model of mutual exchange.\nThis research also shows how a context conducive to knowledge transfer\nwas developed, and concludes that this context allowed both explicit and\ntacit knowledge to be transferred.\nResearch limitations/implications - Often ignored or underestimated this\nstudy highlights the need for motivation, inspiration, and empowerment\nin knowledge transfer The main limitation of this study is the\ngeneralizability of the findings.\nPractical implications - The two models for intergenerational knowledge\ntransfer provide a rubric against which both old and new\nintergenerational knowledge transfer initiatives can be assessed to\ndetermine whether they are capable of encouraging the transfer of both\nexplicit and tacit knowledge.\nOriginality/value - There is little empirical work on the design and\nimplementation of strategies for managing organizational memory The\nintegrated models and empirical results of this study can serve as\nguides in that process.

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