Knowledge transfer in the Global Financial Services of a case company

Abstract

The knowledge is one of the main organizational assets. Existing knowledge transfer strategies ensure that knowledge remains accessible to everyone, supporting a continuous knowledge transfer even when a personnel change occurs. The primary aim of the research was to analyze the current state of knowledge transfer in a case company, addressing questions about the factors that support or hinder knowledge transfer. The research was conducted as a qualitative case study with 14 semi-structured interviews investigating the topics covering documentation, onboarding practicalities, and methods of knowledge transfer. The results revealed four dimensions defining the knowledge transfer in the case company: 1) the current work practices, 2) motivation drivers explaining motivators and learning culture, 3) barriers confirming resistance elements and obstacles, and 4) suggestions for improvement including standardization, knowledge transfer strategies, and competence evaluation. The results indicated that successful knowledge transfer includes harmonized onboarding practicalities, clear communication, organizational support, recognition of achievements, and a curious attitude among individuals. The limitation of the research is a large topic, primarily focusing on general theories. The recommendation for future research is to broaden the topic to include knowledge management elements and conduct a closer investigation of knowledge transfer theories.

Keywords: Knowledge transfer, knowledge sharing, knowledge transfer barriers, motivation to knowledge transfer