Exploring knowledge transfer mechanisms: The case of a UK-based group within a high-tech global corporation

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dc.contributor.author Jasimuddin, Sajjad
dc.date.accessioned 2008-11-07T11:56:06Z
dc.date.available 2008-11-07T11:56:06Z
dc.date.issued 2007
dc.identifier.citation Jasimuddin , S 2007 , ' Exploring knowledge transfer mechanisms: The case of a UK-based group within a high-tech global corporation ' International Journal of Information Management , vol 27 , no. 4 , pp. 294-300 . en
dc.identifier.issn 0268-4012
dc.identifier.other PURE: 82383
dc.identifier.other dspace: 2160/916
dc.identifier.uri http://hdl.handle.net/2160/916
dc.description Jasimuddin, Sajjad, 'Exploring knowledge transfer mechanisms: The case of a UK-based group within a high-tech global corporation', International Journal of Information Management (2007) 27(4) pp.294-300 RAE2008 en
dc.description.abstract Knowledge transfer constitutes a strategic area of knowledge management research. However, little is known about the circumstances under which one particular mechanism is the most appropriate and the other one is not. To address these issues, the present study reports the result from a large multinational corporation involved in software development. This paper yields some very interesting findings concerning knowledge transfer mechanisms in a real-world setting, investigating why its software engineers employ one mechanism than the other. The findings imply that the three key variables, namely status, personal ties, and proximity, act as a powerful force in exploring an appropriate knowledge transfer mechanism, which based on case evidence leads to an interesting decision tree of media user for different transfer situations. en
dc.format.extent 7 en
dc.language.iso eng
dc.relation.ispartof International Journal of Information Management en
dc.title Exploring knowledge transfer mechanisms: The case of a UK-based group within a high-tech global corporation en
dc.type Text en
dc.type.publicationtype Article (Journal) en
dc.identifier.doi http://dx.doi.org/10.1016/j.ijinfomgt.2007.03.003
dc.contributor.institution School of Management & Business en
dc.contributor.institution Management en
dc.description.status Peer reviewed en


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