Title:	AN EXPLORATORY MODEL OF KNOWLEDGE TRANSFER PROCESS THROUGH INFORMATION SYSTEM IMPLEMENTATION: CASE STUDY (NHS IN THE UK)
Author(s):	Firas Masri, Peter Kawalek, A. Trevor Wood-Harper
ISBN:	978-989-8533-50-0
Editors:	Miguel Baptista Nunes, Pedro Isaías and Philip Powell
Year:	2016
Edition:	Single
Keywords:	Knowledge transfer processes, Socio-technical thinking, and Healthcare
Type:	Doctoral Paper
First Page:	165
Last Page:	169
Language:	English
Cover:
Full Contents:	click to dowload
Paper Abstract:	Grant (1996) cited that “Knowledge is viewed as residing within the individual and the primary role of the organisation is the knowledge application rather than knowledge creation” (p. 109). Kogut and Zander (1992) wrote: “what firms do better than markets is the sharing and transfer of the knowledge of individuals and groups within an organisation” (p.383). From above citations, we can adopt that the interaction and sharing of knowledge on an individual level will generate new organisational knowledge through knowledge transfer (KT) which achieves high organisational performance (Maurer, 1998 and Holsapple et al., 2000; Argote, 2013). Despite the importance of transferring and sharing knowledge as the basic and crucial function in organisations, employees frequently resist sharing their knowledge (Ciborra, and Patriotta, 1998; Bock, and Kim, 2001; Tsai et al., 2013). To this end, “Knowledge Transfer” (KT) emerged in the 1990s as a process by which research messages were “pushed” by the source to the users (Lavis et al. 2003; Pentland et al., 2011; Argote, 2013). Thus, this paper adopts that knowledge embedded in the interactions of people, tools, and tasks provides a basis for competitive advantage in firms. Healthcare is mainly knowledge-based, where the transfer of knowledge is imperative for suitable health outcome (Willem et al., 2007). In the health industry, knowledge is still widely scattered; it is collected at different times and by different people or information systems which make it difficult to understand, to compare and to exchange (Bate & Robert 2002). Moreover, in most studies, effective transfer of knowledge increases productivity, creates competitive advantage and enhances the organisational performance. Thus, the ability of health organisations to capture, disseminate, and organize knowledge (what we can call knowledge transfer functions) allows them to improve the quality of the outcome, process efficiency, patient satisfaction, reducing errors, and cost control (El Morr, and Subercaze, 2010). However, knowledge is complex, dynamic and embedded in people, and transferring it between agents (i.e. Sender and receiver) is problematic (Grol et al., 2013). This issue becomes more evident in the systems which are mainly dependent on people (e.g. Healthcare systems). In the healthcare systems Levin and Cross, (2004), Lin et al., (2008) and Nicolini et al., (2008) found that professionals (i.e. physicians and nurses etc.) are not aware of the various enablers and barriers that effectively influence Knowledge Transfer (KT). Thus, it is strongly recommended to explore these factors from different perspectives and how they could enhance the KT systems that would influence the system performance, which has aspects such as; outcomes, quality and appropriateness of services, and productivity. My main aim to join this conference is to enhance and develop my thesis in a way to create a model for knowledge transfer in the healthcare situation which can be linked to theories; Knowledge Based View, organisational learning and Socio-technical aspects.
	Go Back