Human Capital and Knowledge Management

Human Capital and Knowledge Management

HumanCapital and Knowledge Management

HumanCapital and Knowledge Management

Knowledgetransfer in an organization is essential as it helps to enhanceorganizational performance as well as promote competitive advantage.Alipour, Karimi, and Idris (2011) argue that the modern intricate andvibrant business environment demand businesses to come up withmethods for creating and transferring fresh practices and knowledgewithin an enterprise. The authors further assert that the efficiencyat which companies invent and transfer knowledge determine theirsuccess.

Naftanaila(2011) asserts that the managers have a variety of approaches thatthey can use to transfer knowledge within an organization. The firstapproach is project briefings. The knowledgeable employees enlightenthe new team members of a project about their roles in advance. Thisway, the employees prepares adequately to address the contingentproblems. Knowledge transfer often occurs in prearranged workshops. Secondly, stories can help to transfer knowledge within anorganization. Stories offer inspiration and control human behaviorthrough provision of moral education, reassurance and imagination aswell as explanation of certain concepts. Business strategistsconsider stories as the best platforms for transferring implicitknowledge dimensions since they carry rich contextual information.Suitable narratives are highly charged through infusing meaning,interpretation of concepts and incorporation of fresh knowledge.Finally, information transfer within an enterprise can be achievedthrough establishment of dense networks among the employees. In mostcases, employees tend to have weak relationships that discourage themfrom sharing knowledge. Fortunately, the introduction ofinterconnected IT infrastructure enables various departments to storeinformation in a shared database that other divisions can access,analyze and contribute its enhancement.

Parise,Cross, and Davenport (2012) contend that organizations can preventtransfer of information outside an organization through retention ofexperienced employees. Even though enterprises need to downsizeduring hard economic times, the authors note that the managementshould retain the ‘go-to’ employees, the innovative individualsas well as the employees who understands the people they shouldconsult in case specific problems arise. On the same note, allowingbenchmarking may create a loophole that other organizations can useto acquire information from the business. As such, it is advisable tolimit the practice. Finally, job transfer or alternative workarrangement that may transfer experience individuals to work with newteam may lead to knowledge transfer outside an organization. Managersshould avoid transferring experienced professionals in places wherethey will meet employees from rival businesses since they can easilyacquire the knowledge (Parise, Cross, &amp Davenport, 2012).

Thestrategies for preventing information leak are effective since itensures the employees do not transfer to competing businesses.Besides, it discourages information gap that may result afterknowledgeable people exit from their respective positions (Parise,Cross, &amp Davenport, 2012).

References

Alipour,F., Karimi, R. &amp Idris, K. (2011). Knowledge creation andtransfer: Role of learning organization. InternationalJournal of Business Administration,2(3), 61-67.

http://sloanreview.mit.edu/article/strategies-for-preventing-a-knowledgeloss-crisis/

Naftanaila,I. (2011). Knowledge transfer methods in project-based environments.Academyof Economic Studies.Web. Retrieved on 19 Sept. 2015 fromhttp://www.managementgeneral.ro/pdf/1_2011_10.pdf

Parise,S., Cross, R. &amp Davenport, T.H. (2012). Strategies for preventinga knowledge-loss crisis. MITSloan Management Review.Web. Retrieved on 19 Sept. 2015 from