The “soft” dimension of organizational knowledge transfer

Abstract

Purpose This paper aims to advance a theoretical framework that integrates knowledge management, change management and “soft” issues, focussing on uncovering the nature of “soft” issues embedded in knowledge management and change management processes. Design/methodology/approach Both empirical work (case study at an electronics contract manufacturing plant) and literature review were used in order to build the proposed theoretical framework. Findings It argues that the “soft” dimension assists in better understanding the process of organizational knowledge transfer. In this context, “soft” issues refers to the mutual understanding – of both sender and receiver units – of underlying assumptions, the role of macro‐institutional factors affecting firm level actions (the macro‐micro link) and interpretative aspects that permeate the process of organizational knowledge transfer, including knowledge management and change management issues. Practical implications Guidelines for managerial action were formulated in order to make explicit, be aware of and understand embedded “soft” issues. Presented guidelines represent an attempt to uncover the crucial “soft” issues that are usually overlooked by the conventional literature. Originality/value This paper offers an alternative framework for guiding both practical intervention and further research on knowledge management‐related issues. It contributes to a better understanding of the process of organizational knowledge transfer.