|Abstract: ||Purpose: The purpose is to identify facilitators to effective knowledge transfer be- tween two
departments within a manufacturing company, whereof one is responsible for solving quality issues
and one is responsible for implementing the solution in new development projects. These
facilitators contribute to achieving knowledge transfer success, in this case defined as the
prevention of recurring quality issues.
Research questions: To fulfil the purpose of the thesis, three research questions were answered:
(1) What factors prevent an effective knowledge transfer process?
(2) How does motivation and willingness affect knowledge sharing and transfer? (3) What are
success factors to effective knowledge transfer?
Method: The study was of qualitative nature, and involved a deep investigation of the current
knowledge transfer process at a case company by conducting interviews with employees at two
relevant departments. Interviews were also held with aca- demics to gain external insights
on the subject. The research was complemented by extensive theoretical research, of which a large
part of the analysis is based upon.
Results: Barriers lifted in the theoretical framework, such as the level of knowledge
articulability and embeddeddness, different types of distance barriers, organisational culture,
prioritisation, and leadership were also found at the case company. Four ad- ditional barriers
were identified from the case study, namely resource misallocation and time constraints, employee
turnover, missing verification method, and unclear process description. With regards to
motivation and willingness to transfer knowl- edge, these were also found to have a
substantial impact in terms of external and interval motivators, attitude and pressure to
transfer knowledge, and control over the transfer process. Lastly, a set of success factors to
effective knowledge transfer were also identified. These include establishing efficient and
frequent communication, a sense of community and a common goal, a sense of urgency and connection
to the problem, and continuous transfer of knowledge to colleagues and the organisation.
Conclusion: Having an organisational culture favouring knowledge transfer com- bined with
a common purpose and goal, a connection to the issue, a sense of ur- gency, and
frequent and efficient communication between teams are believed to be key factors to facilitate
effective transfer and achieve knowledge transfer success. Furthermore, knowledge need to
consistently be preserved within the organisation, provided resources need to be sufficient
and aligned with requirements and stated knowledge transfer goals, and a clear description of
the transfer process is required.|