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Disincentive Factors In Organisational Knowledge Transfer

Author

Listed:
  • SZONDI Réka

    (Károly Ihrig Doctoral School of Management and Business, University of Debrecen, Debrecen, Hungary)

  • GERGELY Éva

    (University of Debrecen, Faculty of Economics and Business, Institute of Management and Organization Sciences, Debrecen, Hungary)

Abstract

Nowadays, it is a grand notion that organisational knowledge and human resource are significant strategic capital and investment towards the future. Keeping the competitive advantage is the target of all companies; thus, the accumulated knowledge must be created, collected, shared and applied efficiently. By the expansion of companies due to globalisation, new dimensions have opened up for employees. The role of human capital has become more critical; more and more companies spend time and money on improving and training their employees. By the preliminary preparation for the challenges, human resource creates a serious value. Employees gain experience and knowledge, for example, during an international assignment in the adaptation and utilisation of which HR plays a vital role. Due to globalisation, the expansion of companies towards the international level gives more challenge for both the employers and employees. Human resource management narrowly deals with the process of employing, developing and rewarding people in the frame of organizations. The role of human capital progressively gains ground, and more companies spend money and time to develop and train their employees to create value. Employees get experience and knowledge by being on an international assignment also, which means that HR has a huge part in adapting and utilising the added knowledge. Transferring the knowledge gained during work has a positive effect on the total performance of the employees and organisational learning. If the gained knowledge cannot integrate into the organisation later on, then the knowledge capital gets lost and will not be available for later generations. Managing organisational knowledge is thus a complex and hard task. In addition, to highlight the efficiency of knowledge transfer, the main research objective was to examine the disincentive factors. In the research, we examined the opinion of employees of various companies (from different sectors) using a questionnaire, which was analysed by statistical methods. Obstacles related to knowledge sharing have appeared in some form in all companies, and also the lack of managerial support appeared in the questionnaire. The transmission of acquired knowledge has a positive effect on the employees overall performance and organisational learning, therefore, it needs to be tackled.

Suggested Citation

  • SZONDI Réka & GERGELY Éva, 2020. "Disincentive Factors In Organisational Knowledge Transfer," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 1(1), pages 425-436, July.
    • Handle: RePEc:ora:journl:v:1:y:2020:i:1:p:425-436
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    References listed on IDEAS

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    1. Linda Argote & Ella Miron-Spektor, 2011. "Organizational Learning: From Experience to Knowledge," Organization Science, INFORMS, vol. 22(5), pages 1123-1137, October.
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    More about this item

    Keywords

    knowledge transfer; organisational knowledge; disincentive factors; knowledge management; human resource management; managerial support;
    All these keywords.

    JEL classification:

    • J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • O15 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration

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