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technologies in processes, products and services, to gain and establish “Comparative Advantages” for the longer term and be able to compete successfully in the dedicated market sectors.
6.4 Research Conclusions
This research established an empirical route with links between NCs, the peculiarities and the many forms of factors that affect KT, with the ultimate goal to impact on SVC, as foundation to the organisations’ “comparative advantages” in the marketplace. KM and KT are often considered as a diffuse and difficult to manage processes. The dissertation reveals, at least a part of the conundrum of new knowledge creation with facilitating the flow of external knowledge and the transfer of the one already existing in the organisation available to encourage innovations, leading to new applications.
6.5 Consultant’s “Authorative” Toolkit for knowledge Transfer Application (TKTA)
The subject of this section is the introduction and discussion of a “Toolkit” which will support to understand the processes connected with the “transfer” (preferable “transition” or “translation”) of external and internal data, managerial knowledge and skills and to assemble information leading to the creation of sustainable value for the recipient organisation.
The proposed TKTA is partially influenced by the concepts of KM, OL and KT extensively discussed in Chapter Two. Important insights for development of a TKTA have been derived both from the literature (e.g. Tiwana, 2000, 2002, Fink & Ploder, 2009; Jashapara, 2011) and from the outcomes of the field research conducted in Russia the detailed analysis of which is presented in Chapters Four and Five of this thesis.
In the upcoming section an in-depth explanation of the “Toolkit’s” architecture, its consecutive Phases and Steps are presented.
6.5.1 Introduction
The purpose of the presented TKTA is to improve the effectiveness of consultants and business trainers in transferring managerial knowledge in trans-boundary and intercultural settings. The focus is set on the conditions for and the peculiarities of inter- organisational KT. Both the characteristics of the transmitter organisation, the recipient organisation and the internal and external influences on the undertaken KT process are taken into consideration. Its central direction is towards the development of the 26131

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