Winning the Knowledge
Transfer Race
Bronvermelding
Titel : Winning the Knowledge Transfer Race
Druk : 1
Auteur : M.J. English, W.H. Baker
Uitgever : McGraw-Hill Companies
ISBN (boek) : 9780071457941
Aantal hoofdstukken (boek) : 11
Aantal pagina’s (boek) : 360
De inhoud van dit uittreksel is met de grootste zorg samengesteld. Incidentele onjuistheden kunnen niettemin voorkomen.
Je dient niet aan te nemen dat de informatie die Students Only B.V. biedt foutloos is, hoewel Students Only B.V. dat wel
nastreeft. Dit uittreksel is voor persoonlijk gebruik en is bedoeld als wegwijzer bij het originele boek. Wij raden aan altijd
het bijbehorende studieboek te kopen en dit uittreksel als naslagwerk erbij te houden. In dit uittreksel staan diverse
verwijzingen naar het studieboek op basis waarvan dit uittreksel is gemaakt.
Dit uittreksel is een uitgave van Students Only B.V. Copyright © 2011 StudentsOnly B.V. Alle rechten
voorbehouden. De uitgever van het studieboek is op generlei wijze betrokken bij het vervaardigen van dit
uittreksel. Voor vragen kun je je per email wenden tot .
,Inhoudsopgave
Hoofdstuk 1 The Importance of Intellectual Capital and Speed, the Knowledge Transfer
Race, and the Power of Benchmarking 3
Hoofdstuk 2 Defining, Searching for, and Importing Best Practices: Mastering Phase I of
the Knowledge Transfer Race 5
Hoofdstuk 3 Learning, Understanding, and Sharing: Mastering Phase 2 of the Knowledge
Transfer Race 10
Hoofdstuk 4 A Process Framework for Classifying Best Practices and Intellectual
Capital: Building a Culture for Winning the Knowledge Transfer Race 13
Hoofdstuk 5 Hoofdstuk 5 Leveraging Intellectual Capital into Competitive Advantages:
Mastering Phase 3 of the Knowledge Transfer Race 15
Hoofdstuk 6 Knowledge That Propels Improvement: The Baldrige Award Criteria,
European Quality Award, Shingo Prize, ISO 9000, Six Sigma and Lean Six
Sigma 19
Hoofdstuk 7 Worldwide Approaches to Leveraging Knowledge 22
Hoofdstuk 8 Integrating and Leveraging Best Practices Knowledge into Six Sigma
Strategies: Mastering Phase 4 of the KT Race 26
Hoofdstuk 9 Converting Knowledge into Value and Profit: Part Two of Mastering the
Innovation and Change Involved in the Payoff Phase 4 of the Knowledge
Transfer (KT) Race 29
Hoofdstuk 10 21st Century Tools, Techniques and Methods for Importing and Leveraging
Intellectual Capital, Including Benchmarking 35
Hoofdstuk 11 The Conclusion: A Summary of 33 Key Points and Calls for Actions, Along
with 55 Tips for People in Small Organizations 39
www.studentsonly.nl Voor de beste uittreksels! 2
Bron : Winning the Knowledge Transfer Race - M.J. English, W.H. Baker
, Hoofdstuk 1 The Importance of Intellectual Capital and Speed,
the Knowledge Transfer Race, and the Power of
Benchmarking
Knowledge Transfer (KT) addresses the reuse and discovery (creation, sharing, capture,
transfer) of knowledge as Intellectual Capital. KT is different from Knowledge Management
(KM) which is about getting the knowledge to the required people at correct time. KT is
broader than KM and includes the 4 phases of KT race which are: (1) Best Practices search &
import; (2) learn, understand, share; (3) intellectual capital creation; and (4) knowledge
conversion to Value & Profits.
Five key points of KT Race are: (1) Reuse of best practices (BPs) in different scenarios; (2)
Knowledge as Intellectual Capital (IC); (3) Learning Organizations Development; (4) KT
methods usage; and (5) Process aided knowledge-enabled culture.
KT is important to organizations because of: (1) increased speed of everything; (2) tacit
knowledge in employees as human capital has to be preserved; (3) large retirements of people
born between 1940’s and 1960’s; and (4) Replication of break-through performance
excellence is required by transfer of large number of business knowledge BPs.
Enterprises can import BPs using Benchmarking. Six sigma improvement strategy achieves
defect-free performance.
Knowledge as It Pertains to Business and Industry
Knowledge is “the state of knowing” or “understanding that which is known”. Know-
how is having a thorough knowledge of the theory & practice of a process or procedure.
From an enterprise perspective, knowledge is one which enhances an employee’s and the
organization’s performance. Intellectual Capital (IC) is a type of knowledge which has to be
leveraged for competitive advantage. ICs can be trade secrets, patents, processes or off-the-
shelf software program and BPs. BPs of work-related knowledge has to be created, shared,
imported, transferred, repurposed & reused and converted to profit, either in ad-hoc or
systematic manner. (Refer Table 1.1; Chapter 1; page 6). (Refer Fig 1.1; Chapter 1; page 7).
Bergeron’s has built a hierarchy to clarify the relationship among four different types of
information: data which are pure measurements or numbers, combined with additional
context becomes information; Data about information is metadata and knowledge is
information organized and synthesized to enhance understanding.
Knowledge Is the Key Ingredient of Intellectual Capital
Knowledge that is required for creating IC plays major part in a company’s brand value.
(Refer Table 1.2; Chapter 1; page 9). Knowledge is of 3 types – tacit, implicit & explicit. KM
initiatives are mainly for making explicit & codified the tacit knowledge in employee heads.
Many times, tacit knowledge is difficult to codify because it becomes a sub-conscious activity
of the person who possessing it. Implicit knowledge can be extracted from people and made
explicit for reuse. Explicit knowledge is one that exists in manuals, procedures, practices,
cookbooks, etc.
The Knowledge Transfer Race
The goal of performance excellence in terms of market leadership and higher profits is seen as
a metaphoric race in fast and effective transfer of knowledge. (Refer Fig 1.2; Chapter 1; page
9). “The knowledge transfer Race” is ‘fuelled’ by the knowledge enabled culture which is
process-aided and has the four phases identified before. The ‘drivers’ represent the front-line
organizations and the ‘pit crew’ are the support people who improve the processes by adding
new capabilities and removing errors.
www.studentsonly.nl Voor de beste uittreksels! 3
Bron : Winning the Knowledge Transfer Race - M.J. English, W.H. Baker
Transfer Race
Bronvermelding
Titel : Winning the Knowledge Transfer Race
Druk : 1
Auteur : M.J. English, W.H. Baker
Uitgever : McGraw-Hill Companies
ISBN (boek) : 9780071457941
Aantal hoofdstukken (boek) : 11
Aantal pagina’s (boek) : 360
De inhoud van dit uittreksel is met de grootste zorg samengesteld. Incidentele onjuistheden kunnen niettemin voorkomen.
Je dient niet aan te nemen dat de informatie die Students Only B.V. biedt foutloos is, hoewel Students Only B.V. dat wel
nastreeft. Dit uittreksel is voor persoonlijk gebruik en is bedoeld als wegwijzer bij het originele boek. Wij raden aan altijd
het bijbehorende studieboek te kopen en dit uittreksel als naslagwerk erbij te houden. In dit uittreksel staan diverse
verwijzingen naar het studieboek op basis waarvan dit uittreksel is gemaakt.
Dit uittreksel is een uitgave van Students Only B.V. Copyright © 2011 StudentsOnly B.V. Alle rechten
voorbehouden. De uitgever van het studieboek is op generlei wijze betrokken bij het vervaardigen van dit
uittreksel. Voor vragen kun je je per email wenden tot .
,Inhoudsopgave
Hoofdstuk 1 The Importance of Intellectual Capital and Speed, the Knowledge Transfer
Race, and the Power of Benchmarking 3
Hoofdstuk 2 Defining, Searching for, and Importing Best Practices: Mastering Phase I of
the Knowledge Transfer Race 5
Hoofdstuk 3 Learning, Understanding, and Sharing: Mastering Phase 2 of the Knowledge
Transfer Race 10
Hoofdstuk 4 A Process Framework for Classifying Best Practices and Intellectual
Capital: Building a Culture for Winning the Knowledge Transfer Race 13
Hoofdstuk 5 Hoofdstuk 5 Leveraging Intellectual Capital into Competitive Advantages:
Mastering Phase 3 of the Knowledge Transfer Race 15
Hoofdstuk 6 Knowledge That Propels Improvement: The Baldrige Award Criteria,
European Quality Award, Shingo Prize, ISO 9000, Six Sigma and Lean Six
Sigma 19
Hoofdstuk 7 Worldwide Approaches to Leveraging Knowledge 22
Hoofdstuk 8 Integrating and Leveraging Best Practices Knowledge into Six Sigma
Strategies: Mastering Phase 4 of the KT Race 26
Hoofdstuk 9 Converting Knowledge into Value and Profit: Part Two of Mastering the
Innovation and Change Involved in the Payoff Phase 4 of the Knowledge
Transfer (KT) Race 29
Hoofdstuk 10 21st Century Tools, Techniques and Methods for Importing and Leveraging
Intellectual Capital, Including Benchmarking 35
Hoofdstuk 11 The Conclusion: A Summary of 33 Key Points and Calls for Actions, Along
with 55 Tips for People in Small Organizations 39
www.studentsonly.nl Voor de beste uittreksels! 2
Bron : Winning the Knowledge Transfer Race - M.J. English, W.H. Baker
, Hoofdstuk 1 The Importance of Intellectual Capital and Speed,
the Knowledge Transfer Race, and the Power of
Benchmarking
Knowledge Transfer (KT) addresses the reuse and discovery (creation, sharing, capture,
transfer) of knowledge as Intellectual Capital. KT is different from Knowledge Management
(KM) which is about getting the knowledge to the required people at correct time. KT is
broader than KM and includes the 4 phases of KT race which are: (1) Best Practices search &
import; (2) learn, understand, share; (3) intellectual capital creation; and (4) knowledge
conversion to Value & Profits.
Five key points of KT Race are: (1) Reuse of best practices (BPs) in different scenarios; (2)
Knowledge as Intellectual Capital (IC); (3) Learning Organizations Development; (4) KT
methods usage; and (5) Process aided knowledge-enabled culture.
KT is important to organizations because of: (1) increased speed of everything; (2) tacit
knowledge in employees as human capital has to be preserved; (3) large retirements of people
born between 1940’s and 1960’s; and (4) Replication of break-through performance
excellence is required by transfer of large number of business knowledge BPs.
Enterprises can import BPs using Benchmarking. Six sigma improvement strategy achieves
defect-free performance.
Knowledge as It Pertains to Business and Industry
Knowledge is “the state of knowing” or “understanding that which is known”. Know-
how is having a thorough knowledge of the theory & practice of a process or procedure.
From an enterprise perspective, knowledge is one which enhances an employee’s and the
organization’s performance. Intellectual Capital (IC) is a type of knowledge which has to be
leveraged for competitive advantage. ICs can be trade secrets, patents, processes or off-the-
shelf software program and BPs. BPs of work-related knowledge has to be created, shared,
imported, transferred, repurposed & reused and converted to profit, either in ad-hoc or
systematic manner. (Refer Table 1.1; Chapter 1; page 6). (Refer Fig 1.1; Chapter 1; page 7).
Bergeron’s has built a hierarchy to clarify the relationship among four different types of
information: data which are pure measurements or numbers, combined with additional
context becomes information; Data about information is metadata and knowledge is
information organized and synthesized to enhance understanding.
Knowledge Is the Key Ingredient of Intellectual Capital
Knowledge that is required for creating IC plays major part in a company’s brand value.
(Refer Table 1.2; Chapter 1; page 9). Knowledge is of 3 types – tacit, implicit & explicit. KM
initiatives are mainly for making explicit & codified the tacit knowledge in employee heads.
Many times, tacit knowledge is difficult to codify because it becomes a sub-conscious activity
of the person who possessing it. Implicit knowledge can be extracted from people and made
explicit for reuse. Explicit knowledge is one that exists in manuals, procedures, practices,
cookbooks, etc.
The Knowledge Transfer Race
The goal of performance excellence in terms of market leadership and higher profits is seen as
a metaphoric race in fast and effective transfer of knowledge. (Refer Fig 1.2; Chapter 1; page
9). “The knowledge transfer Race” is ‘fuelled’ by the knowledge enabled culture which is
process-aided and has the four phases identified before. The ‘drivers’ represent the front-line
organizations and the ‘pit crew’ are the support people who improve the processes by adding
new capabilities and removing errors.
www.studentsonly.nl Voor de beste uittreksels! 3
Bron : Winning the Knowledge Transfer Race - M.J. English, W.H. Baker
