Knowledge Management: The Need for a Total Knowledge Transfer Model to Diffuse Innovation of the Public Health Workforce
The purpose of this article is to propose a model designed to achieve Total Knowledge Transfer in the public health sector. The Total Knowledge Transfer Model integrated four essential organizational factors which have been under examined in totality in the literature. The research design was inductive in nature and used a case study for accomplishing the research objectives. The researcher investigated the factors that created a base to design a framework for total knowledge transfer in the public health sector. The results of this study are drawn from a fairly large sample in only two hospitals. A further research can be conducted to cover more responses from a wider health sector. The Total Knowledge Transfer Model is essential to improve the transfer and application of total common health knowledge.
[1] Elwyn, G., Taubert, M., Kowalczuk, J., Sticky knowledge: A possible
model for investigating implementation in healthcare contexts.
Implementation Science. 2007. (Online). Available From:
http://www.implementationscience.com/content/2/1/44.
[2] Beesley, L., Cooper, C., Defining knowledge management (KM)
activities: towards consensus. Journal of Knowledge Management.
Volume 12. Number 3. 2008. PP. 48-62. Emerald Group Publishing
Limited.
[3] Hitt, M., Hoskisson, R., Ireland, R. Management of strategy. Concepts
and Cases. Thomson South-western, 2007.
[4] Little, S., Quintas, P., and Ray, T., Managing Knowledge. An essential
Reader. London: Sage Publications Ltd, 2002.
[5] Dixon, N., Common Knowledge. How Companies Thrive By Sharing
What They Know. Harvard Business School Press, 2000.
[6] Crookes, P., Davies, S., Research Into Practice. Essential Skills for
Reading and Applying Research in Nursing and Health Care. 2nd ed.
Elsevier Limited, 2004.
[7] Mary, L., Marilyn, K., Rachel, T., Dianne, R., Susie, K., Nancy, P.,
Steve, H., Cheryl, M., Adam, F., Peter R., Knowledge Transfer in Health
Care. CanChild, 2004.
[8] Ahmed, P., Kok, L., Loh, A., Learning Through Knowledge
Management. Butterworth-Heinemann, 2002.
[9] Beijerse, Uit. Knowledge Management in small and medium-sized
companies: knowledge management for entrepreneurs. Journal of
knowledge management, volume 4, No. 2, 2000, PP. 162-179.
[10] Sharifuddin, S., Ikhsan, S., Rowland, F., Knowledge management in a
public organization: a study on the relationship between organizational
elements and the performance of knowledge transfer. Journal of
knowledge management. Volume 8. No.2, 2000, PP 95-111. Emerald
Group Publishing Limited.
[11] Rhodes, J., Hung, R., Peter, P., Lien, B., Wu, C., Factors influencing
organizational knowledge transfer: implication for corporate
performance. Journal of Knowledge Management. Volume 12. Issue 3,
2008, P. 84-100. Emerald Group Publishing Limited.
[12] Sanchez, R., "Tacit Knowledge" versus "Explicit Knowledge"
Approaches to Knowledge Management Practice, 2000, (Online).
Available From:
http://www.knowledgeboard.com/download/3512/Tacit-vs-Explicit.pdf.
[13] Kalling, T., Styhre, A., Knowledge Sharing in Organizations. Liber.
Abstrakt. Copenhagen Business School Press, 2003.
[14] Stacey, R., Strategic management and Organizational Dynamics. The
Challenge of Complexity. 4th ed. Pearson Education Limited, 2003.
[15] Morey, D., Maybury, M., Thuraisingham, B., Knowledge Management.
Classic and Contemporary Works. London: MIT Press, 2000.
[16] Newell, S., Robertson, M., Scarbrough, H., and Swan, J., Managing
Knowledge Work. Palgrave, 2002.
[17] De Lusignan, S., Pritchard, K., Chan, T.,A Knowledge -management
Model for Clinical Practice. Journal of Postgraduate Medicine. Volume
48. Issue 4, 2002, PP. 297-303. (Online). Available From:
http://www.jpgmonline.com/article.asp?issn=0022-
3859;year=2002;volume=48;issue=4;spage=297;epage=303;aulast=de.
[18] Jasimuddin, S., A holistic view of knowledge management strategy.
Journal of Knowledge Management. Volume 12. Issue 2, 2008, P. 57-
66. Emerald Group Publishing Limited.
[19] Davenport, T., and Prusak, L., Working Knowledge. How Organizations
Manage What They Know. Boston: Harvard Business School Press,
2000.
[20] Laudon, K. and Laudon, J., Essentials of Management Information
Systems. Pearson Education. Inc. 8th edition, 2009.
[21] Buchan, H., Using research knowledge to improve health care. BMJ
Publishing group & Institute for health care improvement, 2003,
(Online). Available From:
http://qhc.bmjjournals.com/cgi/content/full/12/5/322.
[22] Evans, J., Lindsay, w., The management and Control of Quality. Eighth
edition. South-western, Cengage Learning, 2011, P.62
[23] Turner, C., Paths to Succeed. Developing Your Entrepreneurial
Thinking. TEXERE Publishing Limited, 2002.
[24] Schilling, J. and Kluge, A., Barriers to Organizational Learning: An
Integration of theory and research. International Journal of Management
Reviews. Volume 11. Issue 3, 2009, PP.337-360.
[25] Bennet, A. and Bennet, D., A new change model: factors for initiating
and implementing personal action learning. VINE: The journal of
information and knowledge management systems. Volume 38. No. 4,
2008, pp. 378-387.
[26] Storey, J., Salaman, G., Managers of Innovation. Insights into Making
Innovation Happen. Blackwell publishing, 2005.
[1] Elwyn, G., Taubert, M., Kowalczuk, J., Sticky knowledge: A possible
model for investigating implementation in healthcare contexts.
Implementation Science. 2007. (Online). Available From:
http://www.implementationscience.com/content/2/1/44.
[2] Beesley, L., Cooper, C., Defining knowledge management (KM)
activities: towards consensus. Journal of Knowledge Management.
Volume 12. Number 3. 2008. PP. 48-62. Emerald Group Publishing
Limited.
[3] Hitt, M., Hoskisson, R., Ireland, R. Management of strategy. Concepts
and Cases. Thomson South-western, 2007.
[4] Little, S., Quintas, P., and Ray, T., Managing Knowledge. An essential
Reader. London: Sage Publications Ltd, 2002.
[5] Dixon, N., Common Knowledge. How Companies Thrive By Sharing
What They Know. Harvard Business School Press, 2000.
[6] Crookes, P., Davies, S., Research Into Practice. Essential Skills for
Reading and Applying Research in Nursing and Health Care. 2nd ed.
Elsevier Limited, 2004.
[7] Mary, L., Marilyn, K., Rachel, T., Dianne, R., Susie, K., Nancy, P.,
Steve, H., Cheryl, M., Adam, F., Peter R., Knowledge Transfer in Health
Care. CanChild, 2004.
[8] Ahmed, P., Kok, L., Loh, A., Learning Through Knowledge
Management. Butterworth-Heinemann, 2002.
[9] Beijerse, Uit. Knowledge Management in small and medium-sized
companies: knowledge management for entrepreneurs. Journal of
knowledge management, volume 4, No. 2, 2000, PP. 162-179.
[10] Sharifuddin, S., Ikhsan, S., Rowland, F., Knowledge management in a
public organization: a study on the relationship between organizational
elements and the performance of knowledge transfer. Journal of
knowledge management. Volume 8. No.2, 2000, PP 95-111. Emerald
Group Publishing Limited.
[11] Rhodes, J., Hung, R., Peter, P., Lien, B., Wu, C., Factors influencing
organizational knowledge transfer: implication for corporate
performance. Journal of Knowledge Management. Volume 12. Issue 3,
2008, P. 84-100. Emerald Group Publishing Limited.
[12] Sanchez, R., "Tacit Knowledge" versus "Explicit Knowledge"
Approaches to Knowledge Management Practice, 2000, (Online).
Available From:
http://www.knowledgeboard.com/download/3512/Tacit-vs-Explicit.pdf.
[13] Kalling, T., Styhre, A., Knowledge Sharing in Organizations. Liber.
Abstrakt. Copenhagen Business School Press, 2003.
[14] Stacey, R., Strategic management and Organizational Dynamics. The
Challenge of Complexity. 4th ed. Pearson Education Limited, 2003.
[15] Morey, D., Maybury, M., Thuraisingham, B., Knowledge Management.
Classic and Contemporary Works. London: MIT Press, 2000.
[16] Newell, S., Robertson, M., Scarbrough, H., and Swan, J., Managing
Knowledge Work. Palgrave, 2002.
[17] De Lusignan, S., Pritchard, K., Chan, T.,A Knowledge -management
Model for Clinical Practice. Journal of Postgraduate Medicine. Volume
48. Issue 4, 2002, PP. 297-303. (Online). Available From:
http://www.jpgmonline.com/article.asp?issn=0022-
3859;year=2002;volume=48;issue=4;spage=297;epage=303;aulast=de.
[18] Jasimuddin, S., A holistic view of knowledge management strategy.
Journal of Knowledge Management. Volume 12. Issue 2, 2008, P. 57-
66. Emerald Group Publishing Limited.
[19] Davenport, T., and Prusak, L., Working Knowledge. How Organizations
Manage What They Know. Boston: Harvard Business School Press,
2000.
[20] Laudon, K. and Laudon, J., Essentials of Management Information
Systems. Pearson Education. Inc. 8th edition, 2009.
[21] Buchan, H., Using research knowledge to improve health care. BMJ
Publishing group & Institute for health care improvement, 2003,
(Online). Available From:
http://qhc.bmjjournals.com/cgi/content/full/12/5/322.
[22] Evans, J., Lindsay, w., The management and Control of Quality. Eighth
edition. South-western, Cengage Learning, 2011, P.62
[23] Turner, C., Paths to Succeed. Developing Your Entrepreneurial
Thinking. TEXERE Publishing Limited, 2002.
[24] Schilling, J. and Kluge, A., Barriers to Organizational Learning: An
Integration of theory and research. International Journal of Management
Reviews. Volume 11. Issue 3, 2009, PP.337-360.
[25] Bennet, A. and Bennet, D., A new change model: factors for initiating
and implementing personal action learning. VINE: The journal of
information and knowledge management systems. Volume 38. No. 4,
2008, pp. 378-387.
[26] Storey, J., Salaman, G., Managers of Innovation. Insights into Making
Innovation Happen. Blackwell publishing, 2005.
@article{"International Journal of Business, Human and Social Sciences:64578", author = "Qatawneh H. and Yousef S. and Shirvani H.", title = "Knowledge Management: The Need for a Total Knowledge Transfer Model to Diffuse Innovation of the Public Health Workforce", abstract = "The purpose of this article is to propose a model designed to achieve Total Knowledge Transfer in the public health sector. The Total Knowledge Transfer Model integrated four essential organizational factors which have been under examined in totality in the literature. The research design was inductive in nature and used a case study for accomplishing the research objectives. The researcher investigated the factors that created a base to design a framework for total knowledge transfer in the public health sector. The results of this study are drawn from a fairly large sample in only two hospitals. A further research can be conducted to cover more responses from a wider health sector. The Total Knowledge Transfer Model is essential to improve the transfer and application of total common health knowledge.
", keywords = "Health Care, Knowledge Management, Knowledge
Transfer.", volume = "7", number = "1", pages = "263-7", }
