Knowledge transfer and conversion in process management
enablers and barriers
DOI:
https://doi.org/10.5380/atoz.v14.94935Keywords:
Knowledge management, Processes management, Process mapping, Knowledge transfer, Knowledge conversionAbstract
Introduction: Knowledge Management (KM) organizes relevant knowledge for the organization and relates to Process Management (PM), particularly through Process Mapping (PMa), which visually represents the activities inherent in processes. The objective of this study was to characterize the facilitators and barriers of knowledge transfer and conversion within the context of PM. Method: The study began with an exploratory review of the main concepts related to KM, PM, and PMa, and concluded with a Systematic Literature Review (SLR). Results: In the analysis of the 41 articles in this SLR, the identified facilitators and barriers were grouped into dimensions: 'Organization,' 'Exchange,' 'Sender,' 'Receiver,' 'Sender-Receiver,' and 'Knowledge.' The 'Organization' and 'Exchange' dimensions were more frequent. The least frequent were 'Sender,' 'Receiver,' and 'Sender-Receiver.' It was evident that organizational actions and the space where knowledge exchanges occur were the most reported factors, while aspects related to the characteristics of the actors, source, and destination of shared knowledge were less frequent. Conclusions: A systemic perspective was developed through a holistic analysis of the ranked facilitators and barriers, grouped by dimensions. The results may support organizational decisions to enhance the transfer and conversion of organizational knowledge in the challenge of retaining it. Future research with empirical data can investigate facilitators and barriers individually and deepen the analysis of the interactions between them.
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