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From knowledge transfer to knowledge...

Kramer, Desre Monique Edinburg.

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From knowledge transfer to knowledge transformation: A manufacturing workplace intervention study.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	From knowledge transfer to knowledge transformation: A manufacturing workplace intervention study./
Author:	Kramer, Desre Monique Edinburg.
Description:	270 p.
Notes:	Adviser: Ken Leithwood.
Contained By:	Dissertation Abstracts International63-06A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=NQ69258
ISBN:	0612692582

From knowledge transfer to knowledge transformation: A manufacturing workplace intervention study.
Kramer, Desre Monique Edinburg.

From knowledge transfer to knowledge transformation: A manufacturing workplace intervention study. - 270 p.

Adviser: Ken Leithwood.

Thesis (Ph.D.)--University of Toronto (Canada), 2002.

The primary purpose of this study was to describe a knowledge transfer process that included a knowledge broker transferring a body of research to a manufacturing workplace, the establishing of relationships with workplace parties, and the utilization of the knowledge by decision-makers within that workplace. This study was an examination of how an intense, sustained, interactive engagement between a research institute and a workplace can influence workplace decision makers to adopt externally-developed knowledge.

ISBN: 0612692582Subjects--Topical Terms:

626628
Business Administration, Management.

From knowledge transfer to knowledge transformation: A manufacturing workplace intervention study.
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020 $a 0612692582
035 $a (UnM)AAINQ69258
035 $a AAINQ69258
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100 1 $a Kramer, Desre Monique Edinburg. $3 1262701
245 1 0 $a From knowledge transfer to knowledge transformation: A manufacturing workplace intervention study.
300 $a 270 p.
500 $a Adviser: Ken Leithwood.
500 $a Source: Dissertation Abstracts International, Volume: 63-06, Section: A, page: 2166.
502 $a Thesis (Ph.D.)--University of Toronto (Canada), 2002.
520 $a The primary purpose of this study was to describe a knowledge transfer process that included a knowledge broker transferring a body of research to a manufacturing workplace, the establishing of relationships with workplace parties, and the utilization of the knowledge by decision-makers within that workplace. This study was an examination of how an intense, sustained, interactive engagement between a research institute and a workplace can influence workplace decision makers to adopt externally-developed knowledge.
520 $a This qualitative study encompassed 13 site visits, 72 semi-structured interviews and notes from company meetings and facilitated meetings, and 58 observations and memos, over a period of eight months during 2001. The intervention at the Plant had three distinct phases. The first was establishing a strong relationship with the Medical Officer who had provided entree to the Plant. The second was typified by one-on-one personal interviews with 23 individuals (many of whom I interviewed more than once), attending company meetings as an observer and being conducted on plant tours. The third was when I was facilitating meetings that had been especially convened to discuss the Institute's research. Both social processing outcomes and more traditional knowledge utilization outcomes were noted. The social processing outcomes demonstrated that the research was regarded as relevant and compatible to existing policies and procedures, the workplace parties were receptive to the knowledge, and the research was regarded as emotionally evocative. Yet there were a number of political barriers to knowledge utilization, including a poor safety climate, competition from numerous internally-generated programs, and union-management relations that were not conducive to change.
520 $a The knowledge utilization outcomes included conceptual use, instrumental, and symbolic use. Conceptual use of the knowledge was demonstrated when conversations on safety became an integral part of daily worklife. Instrumental use of the knowledge was demonstrated when people used the research to solve every-day problems, the superintendents established a “soft-skills” safety training course for the supervisors, and the managers agreed to hold daily plant tours focusing on safety. Symbolic use of the knowledge was demonstrated when management attempted to use the research to further their strategic initiative to institute team-based work processes.
590 $a School code: 0779.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Education, Industrial. $3 1017516
690 $a 0454
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710 2 0 $a University of Toronto (Canada). $3 1017674
773 0 $t Dissertation Abstracts International $g 63-06A.
790 $a 0779
790 1 0 $a Leithwood, Ken, $e advisor
791 $a Ph.D.
792 $a 2002
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=NQ69258