Systemic Reflections on Knowledge Transfer; Comment on “Sustaining Knowledge Translation Practices: A Critical Interpretive Synthesis”

Document Type : Commentary

Author

1 College of Health, Medicine and Wellbeing, University of Newcastle, Callaghan, NSW, Australia

2 International Society for Systems and Complexity Sciences for Health (ISSCSH), Waitsfield, VT, USA

Abstract

The systemic failure of organisational learning should not come as a surprise – after all every system delivers exactly what it is designed for. Knowledge management/transfer is a property of the organisational system rather than a particular technique. Hence, knowledge management/transfer is about the contextual framing in which learning focused on understanding can occur. Looking through a system lens any research field can be defined as a complex adaptive organisation, and its culture determines if and how learning and knowledge transfer (or shared learning) can occur. Creating and maintain a learning culture requires leadership that perpetuates continuous dialogues to achieve tacit and explicit knowledge exchange.

Keywords

References

  1. Borst RAJ, Wehrens R, Bal R. Sustaining knowledge translation practices: a critical interpretive synthesis. Int J Health Policy Manag. 2022. doi:34172/ijhpm.2022.6424
  2. Conway E, Batalden P. Like Magic? (“Every System is Perfectly Designed…”). Institute for Healthcare Improvement; 2015.
  3. Ackoff RL, Gharajedaghi J. Reflections on systems and their models. Syst Res. 1996;13(1):13-23. doi:1002/(sici)1099-1735(199603)13:1<13::aid-sres66>3.0.co;2-o
  4. Allio RJ. Russell L. Ackoff, iconoclastic management authority, advocates a "systemic" approach to innovation. Strategy Leadersh. 2003;31(3):19-26. doi:1108/10878570310472728
  5. Gino F, Staats B. Why organizations don't learn? Harv Bus Rev. 2015;93(11):110-118.
  6. Sturmberg JP. Health System Redesign. How to Make Health Care Person-Centered, Equitable, and Sustainable. Cham, Switzerland: Springer; 2018.
  7. Nonaka I. A dynamic theory of organizational knowledge creation. Organ Sci. 1994;5(1):14-37. doi:1287/orsc.5.1.14
  8. Heifetz RA. Leadership Without Easy Answers. Cambridge, MA: Harvard University Press; 1994.
  9. Heifetz R, Grashow A, Linsky M. The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Boston, MA: Harvard Business Press 2009.
  10. Argyris C. Double loop learning in organizations. Harv Bus Rev. 1977;55(5):115-25.
  11. Fiol CM, Lyles MA. Organizational learning. Acad Manage Rev. 1985;10(4):803-813. doi:5465/amr.1985.4279103
  12. Stata R. Organizational learning-the key to management innovation. MIT Sloan Manag Rev. 1989;30(3):63.
  13. Senge PM. The Fifth Discipline: The Art & Practice of The Learning Organization. New York: Doubleday/Currency; 1990.
  14. Watkms KE, Marsick VJ. Sculpting the Learning Organization: Lessons in the Art and Science of Systemic Change. San Fransisco: Jossey-Bass; 1993.
  15. Pedler M, Burgoyne JG, Boydell T. The Learning Company: A Strategy for Sustainable Development. London: McGraw-Hill; 1996.
  16. Sturmberg JP. Knowledge translation in healthcare - towards understanding its true complexities comment on "using complexity and network concepts to inform healthcare knowledge translation". Int J Health Policy Manag. 2018;7(5):455-458. doi:15171/ijhpm.2017.111
  17. Zheng W, Yang B, McLean GN. Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management. J Bus Res. 2010;63(7):763-771. doi:1016/j.jbusres.2009.06.005
  18. Kurtz CF, Snowden DJ. The new dynamics of strategy: sense-making in a complex and complicated world. IBM Syst J. 2003;42(3):462-83. doi:1147/sj.423.0462

Files

History

  • Receive Date: 20 July 2022
  • Revise Date: 01 September 2022
  • Accept Date: 07 September 2022
  • First Publish Date: 11 September 2022

Share

How to cite

Statistics