{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,4]],"date-time":"2026-04-04T02:03:00Z","timestamp":1775268180636,"version":"3.50.1"},"reference-count":63,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2008,5,30]],"date-time":"2008-05-30T00:00:00Z","timestamp":1212105600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2008,5,30]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p><jats:italic>Whilst knowledge transfer is a major strategy for managing contemporary organizations the impact of the key factors influencing the rate of organization knowledge transfer is relatively unknown. As a contribution to this identified gap this paper aims to discuss the influence of particular organizational factors (IT systems, structured learning strategies, innovative organizational culture, and flexible structure and design) on knowledge transfer using a conceptual framework derived from the literature. The effect of both explicit and tacit knowledge transfer on innovative capabilities and organizational performance is to be examined.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p><jats:italic>The survey study, conducted amongst 1,086 high\u2010tech companies, targeted chief executive officers), CFOs (chief financial officers), COOs (chief operation officers) or top managers\/administrators as they provided more reliable environmental and organizational information.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p><jats:italic>The study findings, based on a sample response rate of 19.6 per cent, indicated that of the particular organizational factors considered IT systems had the most significant impact on organizational knowledge transfer followed by a structured learning strategy, and an innovative organizational culture. Personalized (tacit) knowledge transfer had a strong influence on innovative capabilities development and process innovation had a greater impact on organizational performance than product innovation.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p><jats:italic>The findings can be used by managers to more efficiently direct knowledge transfer resource allocation decisions to further optimize organizational performance.<\/jats:italic><\/jats:p><\/jats:sec>","DOI":"10.1108\/13673270810875886","type":"journal-article","created":{"date-parts":[[2008,5,24]],"date-time":"2008-05-24T07:11:49Z","timestamp":1211613109000},"page":"84-100","source":"Crossref","is-referenced-by-count":134,"title":["Factors influencing organizational knowledge transfer: implication for corporate performance"],"prefix":"10.1108","volume":"12","author":[{"given":"Jo","family":"Rhodes","sequence":"first","affiliation":[]},{"given":"Richard","family":"Hung","sequence":"additional","affiliation":[]},{"given":"Peter","family":"Lok","sequence":"additional","affiliation":[]},{"given":"Bella","family":"Ya\u2010Hui Lien","sequence":"additional","affiliation":[]},{"given":"Chi\u2010Min","family":"Wu","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022012720355372000_b3","unstructured":"APQC (1999), Knowledge Management: Executive Summary, Consortium Benchmarking Study Best\u2010Practice Report, American Productivity & Quality Centre, Houston, TX available at www.apqc.org (accessed 10 January 2005)."},{"key":"key2022012720355372000_b1","doi-asserted-by":"crossref","unstructured":"Alavi, M. and Leidner, D.E. 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