Organizational scholars continue to study “knowledge” as an important organizational resource, and there is a good understanding that knowledge transfer can boost organizational performance significantly. The power of individuals in the knowledge transfer is well established, as they can transfer tacit as well as explicit knowledge. However, recent studies have shown that organizations fail to transfer knowledge adequately. The purpose of this paper is to look at alternative modes of knowledge transfer that are still underexplored in organizations. The author focuses on two modes of knowledge transfer from an individual perspective – analogy and narratives, though often neglected, but can be most powerful for managers in organizations.
This viewpoint is prepared by an independent writer who has amalgamated several other voices from different researchers/scholars and, finally, adds his own impartial comments and places the articles in context.
The significant progress that we have made in understanding the various nuances of knowledge transfer now translates to need for focus on areas that still have scope for further inquiry. Based on current literature review, it was found that the two modes of knowledge transfer – analogy and narratives – require greater attention by managers during communicating tacit knowledge, conflict resolution, problem-solving, and organizational change.
Storytelling and analogy allow researchers to translate charts, facts and figures into an engaging narrative that enhances its reach beyond the specialists.
Narratives can be used for indirectly stating uncomfortable truths and rules of the game in a society, and thereby avoid possible conflicts.
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.