Abstract: Based on an analysis of 13 family businesses in 3 countries (Australia, Singapore and Malaysia) we examine how knowledge is transferred between individual and organizational levels, specifically within the context of family businesses. We highlight the key role played by individuals who we refer to as ‘knowledge transformers’, a group that has been neglected in previous studies. Unlike ‘knowledge brokers’ who connect individuals with unique and novel information and knowledge, ‘knowledge transformers’ transform or combining the existing knowledge of founder and the successor to create new understandings. Finally we show how the knowledge transfer process differs between countries.

Abstract: This research paper explores how intranet mechanisms for knowledge transfer affect the process of knowledge generation in a multinational company. Advanced engineering centers and assembly lines are usually located far apart: it is vital that mechanisms which would permit knowledge to be transferred from one to the other be studied; that is, how physical distance obstructs the transfer process, and affects the application of knowledge. The paper focuses on intranet knowledge transfer in the decision-making process. Six years of data containing all product modifications were analyzed. The paper concludes that intranet knowledge transfer produces considerable delays in implementation processes and, as a result, undermines the generation of new knowledge. Thus, electronic knowledge transfer might be usefully improved by the inclusion of a human interface.

Abstract: This paper attempts to figure out the crucial role played by knowledge quality in the process of strategy management knowledge transfer. According to literature review, knowledge attributes and organizational mutual relationships have more or less effects on organizational performance. By adding knowledge quality as a moderator, will the relationship between them become stronger or not? This paper will try to figure it out, focusing on the transfer of strategy management knowledge between multinational corporation headquarters and their Chinese subsidiaries. Theoretical framework and corresponding hypotheses will be developed, and expected conclusions and management implications will be discussed.

Abstract: The aim of this paper is to analyze the degree of relevance of different organizational factors (organizational structure, workplace design, internal and external communication channels, information and communication technologies, and corporate culture) in the knowledge sharing which takes place through day-to-day management processes (strategy formulation, organization, and control). Additionally, considering company size as one of the most relevant contingent variables as regards the implementation of management systems, the moderator role of this variable is also examined. The target population of the research is made up of Spanish manufacturing firms with over 50 employees and R&D activities. An ad hoc questionnaire has been applied and structural equation modeling based on partial least squares has then been used in order to test the research hypotheses.

Abstract: The strategy formulation process of a firm is intrinsically intertwined with “strategic foresight”, namely with the gathering and elaboration of knowledge about emerging trends in the business environment. Up to now strategic literature omits to describe some best practices for framing strategic foresight in a synergistic process which encompasses the corporate, the business and the functional levels of the firm and which allows the knowledge on emerging trends to be seamlessly integrated in strategic planning. The case studies we present in this paper could be a relevant step in the advance of strategic foresight, in relation to both the knowledge gathering and elaboration processes that underlie it.