An integrative action reImplementation of a systematic knowledge transfer in Company X

• Main Author: Labrador, Marvin R.
• Format: text
• Language: English
• Published: Animo Repository 2022
• Subjects: Intellectual capital; Knowledge management; Business Administration, Management, and Operations
• Online Access: https://animorepository.dlsu.edu.ph/etdm_manorg/114
• Institution: De La Salle University

The integrated action research focuses on the consulting team of Company X, a boutique research firm specializing in equity research with other general consulting services for its business process outsourcing activities. For almost all professional services firms, knowledge is often considered a critical resource, which must flow seamlessly within the organization to build and sustain competitive advantages. However, the consulting team saw the need to improve its current knowledge transfer initiatives within the group since it caused a lack of role flexibility, an inability to retrieve knowledge, inconsistent quality among team members, and a lack of cross-project learning. The primary objectives of the research are to improve role flexibility, efficiency in the processes, and the learning strategies within the team. The first cycle saw the emerging issue of the need to improve the unsystematic knowledge transfer initiatives in the team. The team ambitiously creates a collective initiative that tackles all of the team’s weak knowledge transfer supporting processes by implementing an online training module and updating the SOP for the XYZ task. The initiative was brought up because of the immediate need to onboard interns for their recurring weekly tasks. Unfortunately, the substantial cost of the team led to a change of approach in the second cycle. The team deconstructed the main problem and solely focused on resolving a sub-problem: the incomplete and outdated SOPs. The interventions enabled the team to facilitate better knowledge flow between members.