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Knowledge transfer can be facilitated through the judicious timing of transfer methods. Yet, extant research has neglected the impact of the timing of transfer methods. Departing from this observation, we theorize the existence of two knowledge transfer modes—“front-loading” and “back-loading”—based on whether the affordance for tacit knowledge exchange provided by the transfer methods used is higher during the initiation or during the implementation phase of a transfer. We suggest that the impact of front-loading and back-loading on transfer difficulty is contingent on the causal ambiguity of the knowledge being transferred and on the arduousness of the relationship between the source and the recipient of knowledge. We operationalize front-loading and back-loading and test our propositions using primary data on 2,711 instances of method use in 116 transfers of 37 organizational practices in 8 companies. We hypothesize and find empirical support for the claim that front-loading affordance for tacit knowledge exchange reduces transfer difficulty when the causal ambiguity of the knowledge to be transferred is high, whereas it increases difficulty when the relationship between the source and recipient of knowledge is arduous.

Managing multiple knowledge transfers between headquarters and subsidiaries, among subsidiaries, and also within each of these units is crucial for multinational corporations' (MNCs) survival. Therefore, this article aims to uncover the main factors influencing internal knowledge transfers in MNCs-including intra-unit knowledge transfers and transfers between units, namely, conventional, horizontal, and reverse knowledge transfers. To achieve this goal, a systematic literature review (SLR) was conducted to synthesize the content of 85 articles. From a set of 1439 papers, only 85 related to knowledge transfer and knowledge sharing were considered. Based on an inductive thematic approach, eight different research categories and 97 topics were identified. Four different internal knowledge transfers (intra knowledge transfer (IKT), horizontal knowledge transfer (HKT), conventional knowledge transfer (CKT), and reverse knowledge transfer (RKT)) are compared across eight thematic categories and 97 topics. According to the results obtained, the depth of the topics analyzed varies, as does the variety of categories, with RKT being more deeply analyzed than IKT. There is a clear dominance of vertical knowledge transfer (CKT + RHT) over HKT. The exercise of power (e.g., size, knowledge base) still dominates CKT and RKT in most of the studies analyzed, which are traditionally affected by the characteristics of MNCs, HQs and subsidiaries. The debate on HKT is affected by the classical perspectives of power-based relations (e.g., expatriates, size, knowledge base) among subsidiaries. Although important, intra-unit knowledge transfer is greatly influenced by characteristics.

Purpose This study aims to explore and synthesize the role of knowledge management (KM) in tourism organizations (including micro, small, medium and large enterprises and destination management organizations). Design/methodology/approach This study adopts systematic review methods to synthesize the role of KM in tourism from 90 journal articles. Findings This study identifies the prominent theories adopted to explore the relation and impact of KM in the tourism sector, the geographic distribution of the literature and thorough qualitative synthesis. This study identifies the critical research themes investigated and the outcome of KM applications. Finally, through reviews, this study identifies critical gaps in the literature and offer promising avenues to advance the KM in tourism research. Originality/value This is one of the few papers that comprehensively review the role of KM in the tourism industry and offer implications.

Purpose Starting from the model of the initiation and evolution of inter-firm knowledge transfer in R&D relationships developed by Faems et al. (2007), the purpose of this paper is to refine and improve this model, assessing its reliability in a different and wider context and extending it according to the outcomes. Design/methodology/approach A multiple case-study approach was implemented, examining 34 dyadic inter-firm R&D relationships. This methodology suited the research goal of exploring the validity of a model in an area where little data or theory exists. Findings The theoretical model proposed by Faems et al. (2007) was improved, confirming the adequacy of the overall structure of their intuition and highlighting several differences in terms of factors that lead to the dissolution of R&D relationships. These differences mainly refer to partners’ similarities before starting R&D relationships, co-opetition situations, knowledge leakage/opportunistic behavior and reputation issues. Originality/value This work is the first to investigate two open research gaps related to the model of the initiation and evolution of inter-firm knowledge transfer in R&D relationships: the need for additional case studies in other contexts to develop a more general theory and the lack of research incorporating issues such as relational capital between partners, governance form and alliance scope in an integrated analysis.

Aim/Purpose: The purpose of this study is to identify the key determinants hindering Knowledge Transfer (KT) practices for Information Technology Project Managers (ITPMs) Background: The failure rate of IT projects remains unacceptably high worldwide, and KT between project managers and team members has been recognized as a significant issue affecting project success. Therefore, this study tries to identify the determinants of KT within the context of IT projects for ITPMs. Methodology: A systematic review of the literature (SLR) was employed in the investigation. The SLR found 28 primary studies on KT for ITPMs that were published in Scopus and Web of Science databases between 2010 and 2023. Contribution: Social Cognitive Theory (SCT) was used to build a theoretical framework where the determinants were categorized into Personal factors, Environmental (Project organizational) factors, and other factors, such as Technological factors influencing ITPMs (Behavioral factors), to implement in KT practices. Findings: The review identified 11 key determinants categorized into three broad categories: Personal factors (i.e., motivation, absorptive capability, trust, time urgency), Project Organizational factors (i.e., team structure, leadership style, reward system, organizational culture, communication), and Technological factors (i.e., project task collaboration tool and IT infrastructure and support) that influence implementing KT for ITPMs Recommendations for Practitioners: The proposed framework in this paper can be used by project managers as a guide to adopt KT practices within their project organization. Recommendation for Researchers: The review showed that some determinants, such as Technological factors, have not been adequately explored in the existing KT model in the IT projects context and can be integrated with other relevant theories to understand how a project manager’s knowledge can be transferred and retained in the organization using technology in future research. Impact on Society: This study emphasizes the role of individual actions and project organizational and technological matters in shaping the efficacy of KT within project organizations. It offers insight that could steer business owners or executives within project organizations to closely observe the behavior of project managers, thereby securing successful project outcomes. Future Research: The determinant list provided in this paper is acquired from extensive SLR and, therefore, further research should aim to expand and deepen the investigation by validating these determinants from experts in the field of IT and project management. Future studies can also add other external technological determinants to provide a more comprehensive KT implementation framework. Similarly, this research does not include determinants identified directly from the industry, as it relies solely on determinants found in the existing literature. Although a comprehensive attempt has been made to encompass all relevant papers, there remains a potential for overlooking some research in this process.

Purpose With faster innovation and shorter product cycles, time pressure is a highly relevant factor affecting contemporary business processes. This study aims to extend prior research on the effects of velocity at the firm level by considering the effect of time pressure on knowledge transfer effectiveness (KTE) on the team level and the role of trust as a mediator of this effect. Design/methodology/approach We empirically assess the impact of time pressure on knowledge transfer effectiveness in teams. Further, we test the mediating effect of trust on this relationship. We study a sample of 285 project teams applying partial least squares structural equation modeling (PLS-SEM). Findings The authors find that time pressure is negatively associated with KTE. Moreover, trust among team members has a complementary mediating effect on this relationship. Thus, while trust is urgently needed for enhancing KTE under time pressure, time pressure reduces trust-building too. Research limitations/implications This study establishes empirically the importance of time pressure and trust as drivers of KTE in teams. The contribution connects the field of knowledge management to important streams in the wider business literature: organization studies, management, strategic management, project management, innovation etc. Whereas the model is parsimonious, it has high explanatory power and high generalizability to other contexts. Practical implications Team managers should take care to allow enough time for knowledge transfer within the team. This is particularly important when knowledge sharing is central, e.g. in innovation, development and change processes. If this is not possible, measures should be taken to maintain trust among team members. Social implications Effective knowledge management enhances the performance of business entities and public-sector organizations alike. Today, both the private and public sectors are under considerable pressure to increase both efficiency and effectiveness. Effective knowledge transfer within teams is a core capability to achieve this goal. More effective organizations result in more competitive private firms, more employment opportunities and improved public services to citizens. Originality/value Time pressure is an increasingly relevant factor in contemporary business but so far little explored in research. This study extends current knowledge by considering the effect of time pressure on KTE.

Research Summary Strategic use of codified knowledge across borders can be a vital component for project‐based work. Analyzing 237 global consulting projects, we examine the performance effects of drawing upon different types of codified knowledge. We argue and find that using principle‐based forms of knowledge is likely to improve a project's customer responsiveness, whereas using template‐based knowledge increases a project's cost effectiveness. We also explore what drives project managers to select different forms of knowledge in the first place. Specifically, we find that manager experience drives knowledge principle use, whereas institutional distance drives knowledge template use. Taken together, our findings suggest that organizations need to carefully consider the performance implications of different types of codified knowledge that get used and understand what drives managers to use them. Managerial Summary Managers understand the importance of knowledge management systems for project‐based work. Efforts are often made to ensure that knowledge is codified and disseminated throughout the firm so employees can draw upon them to complete their projects. Unfortunately, however, such efforts often lead to stockpiles of information that remain untapped and underutilized. This study seeks to answer two questions. First, how can managers influence workers to utilize different types of codified knowledge in the first place? Second, do different types of codified knowledge have differential effects on performance? We find that increased individual experience drives the use of knowledge principles, whereas workers that are more distant are more likely to use knowledge templates. At the same time, we find that when individuals draw upon knowledge principles it increases the customer responsiveness of their projects, whereas the use of knowledge templates increases cost effectiveness. This suggests that project‐based firms should carefully consider codifying both knowledge templates as well as knowledge principles and consider how to incentivize workers to draw upon these different forms of knowledge.

While supplier development has become a prominent strategy, it has also been shown to not always be successful. We take a contingency perspective in the present research to investigate why this may be the case. Unlike most prior studies, we examine the issue from the viewpoint of the supplier as the recipient of buyer‐driven knowledge transfer, and assess factors that may attenuate or hamper its effect on the supplier's operational performance. We suggest, basing our arguments on the theoretical framework of motivation–opportunity–ability (MOA), that while buyer‐driven knowledge transfer activities provide an opportunity for enhancing the supplier's operational performance, the degree to which this opportunity is realized depends upon both the relative absorptive capacity (ability), as well as the supplier's trust in the buyer, and the supplier's innovativeness (motivation). Specifically, we theorize that the supplier's perceived overlapping knowledge and its perceived cognitive congruence with the buyer (reflective of the supplier's relative absorptive capacity) and the supplier's trust in the buyer serve as positive moderators, and the supplier's own innovativeness as a negative moderator. We assess these hypotheses within a unique context, namely that of small‐ and medium‐sized suppliers of large South Korean conglomerates (so‐called chaebols), using hierarchical linear modeling. Our findings extend the academic literature in supplier development by providing insight into important contingencies influencing the effectiveness of buyer‐driven knowledge transfer activities for improved operational performance of suppliers, based on the MOA framework, and offer valuable lessons for practitioners in crafting more effective supplier development strategies.

Knowledge distillation typically requires additional distillation costs to improve model performance. In this paper, our focus lies in the straightforward construction of task-level losses by mimicking the knowledge transfer mechanism embedded in the existing logits-based knowledge distillation. Firstly, we put forward a method that enables direct knowledge transfer from the ground truth, with the aim of eliminating the supplementary costs linked to traditional distillation methods. Furthermore, we introduce a strategy to address the issue of overconfident softmax predictions that may emerge from this direct transfer. By applying a linear mapping to the ground truth, we can effectively regulate the model’s outputs and thus enhance the reliability of predictions. We carry out extensive experiments on the Cityscapes dataset, the Pascal Context dataset, ADE20K, and COCO Stuff164k, respectively. Both the experimental and visualization results illustrate that our proposed methods surpass the state-of-the-art KD methods in terms of training efficiency and segmentation performance.