Introduction: More and more companies have realized that keeping and using the knowledge in their companies is getting more important to get or keep a competitive advantage. The companies? organizational culture and knowledge management are essential to create Knowledge transfer. Also that the employees and the leaders of the company knows how knowledge- and information transfer arknkoe done best for them. That is why we chose our purpose to be:The aim is to understand the differences between managers and employees perception about knowledge- and information transfer in a manufacturing company.

The capability to know what knowledge there is and where it resides within an organization is becoming increasingly important in the new knowledge-based economy. This paper takes on a practise-based view of knowledge in order to decide on a course of action for how to successfully implement knowledge management within a knowledge-based company. By considering all knowledge as more or less contextual and socially constructed, knowledge is divided into three dimensions depending on the degree to which it is tacit, namely: information, knowledge and skills. The paper then discusses inhibitors and enablers for transferring knowledge via these three dimensions respectively. The empirical findings are based upon a case study of Faveo. It is shown that Faveo, like most organizations, has til now focused on the collection of codified knowledge, i.e.

A big part of assets in companies today consists of their employees knowledge and skills. In today?s society knowledge insensitive companies are increasing. The survival of these companies lie in the knowledge of their employees, which make it of great importance that Knowledge transfer is managed properly. Knowledge transfer is important since it makes it possible for co-workers to apply old solutions to new problems that arise, using knowledge that already existing within the organization.

Companies learn through their employees. In this paper I make research into how Knowledge transfer and learning occur at Metso Paper Karlstad AB, which is a partly project based organization.The result is that there are many factors that affect the Knowledge transfer in a company. Knowledge transfer occurs mainly between individuals within the company, but also between departments and other actors outside the company. In the gaps between these actors, there is a risk that knowledge is not transferred, which is an obstacle to learning. A great deal of the Knowledge transfer and the learning is carried out through individual?s own drive and motivation.

AbstractThis study examines how Knowledge transfer works within the student nations of Uppsala. The purpose is to describe and analyze how the knowledge is transferred when the officials are being exchanged within the student nation. Furthermore the purpose is to explore if the student nations work active to preserve the knowledge and how it is done in such case. Eight out of Uppsalas thirteen nations are part of the study and the survey was conducted by qualitative interview. The study mainly assumes from Argotes theories on the organizational memory, Davenport and Prusaks theories on Knowledge transfer and Nonaka and Konnos SECI-model. The study reveals that the student nations work in different ways and more and less active with Knowledge transfer.

Background: Society of today is characterised by greater dynamics and a constant demand for innovation and fresh ideas. This development is often named "the new economy" or "the knowledge society". Independent of how one chooses to name this society, most individuals seem to agree upon the fact that knowledge grows more and more important. New competencies, such as new knowledge and new forms of organising, will be demanded for corporations to be successful in the future. In recent years it has become more common with corporations based on projects.

Companies? ability to differentiate themselves from their competitors becomes increasingly difficult when standardized technical solutions are used, which means that the employees become the most important resource. Many workplaces consist of a mix of employees with different backgrounds and of different ages, which highlight the generational perspective. Previous research has long focused on different generational drivers and of motivation at work, but there has been few studies in which the transfer of knowledge between generations have been examined. With that as a background, a qualitative interview study was conducted at a major IT company to investigate how employees legitimize knowledge and how it affects the transfer of knowledge between generations.

This case study has been conducted within the Swedish fitness chain World Class to explore the opportunities for knowledge development and transfers within franchise networks. We have interviewed the product manager at the World Class headquarter, the owner of a franchise club and a local product manager from the same facility. Our finding indicates that various forms of Knowledge transfer occur within the World Class network, particularly in product development and sales. The transfer occurs within the framework set by World Class with regularly scheduled meetings. In addition informal networks provide other means of knowledge exchange between some units.

Organizations that want to maintain a good innovation capability can seek knowledge both within and outside its boundaries. Opening up innovation processes, through so-called open innovation, allows organizations to combine internal and external knowledge sources in order to include previously excluded perspectives to the innovation process. This study examines how knowledge is created and transferred when conducting open innovation through crowdsourcing. It is done based on Nonaka?s (1991; 1994) theory of how knowledge is created through conversion processes, where implicit knowledge can be converted into explicit knowledge and vice versa.

This report deals with the theory and empirical evidence of how knowledge generated within a project is to be captured and shared with other projects and the surrounding organization, after the end of a project. A number of authors have highlighted knowledge management within a company as a key component in building a unique competitive advantage and knowledge should therefore be considered a very important resource within companies. The difficulties of ensuring that knowledge generated within a project can benefit other projects are many. The nature of the project form has been highlighted as one of the biggest problems, due to the fact that budget and time requirements often restrict the propensity to work with Knowledge transfer. Other difficulties that this report highlights are in particular the lack of a knowledge sharing culture within the organizations, as well as human cognitive and psychological limitations and lack of tools design for Knowledge transfer.

The pace of product development is increasing. It is important to keep high quality in theproducts even though the time for product development decreases. Those companies whichcan utilize previous experiences are positioned with a significant competitive advantage. ToABB Robotics it has become evident that the Knowledge transfer process within the productdevelopment department is inadequate. This study was a result and an attempt to address thisunsatisfactory insight.

Purpose: The purpose is to present a greater understanding of the progression of innovation capital in a technology transfer and biotech start-up context. The findings offer technology transfer professionals, entrepreneurs and academia an overall perception and mental framework of the technology transfer practice and the embracement of a promising invention, building upon its hidden value. Methodology: The thesis was conducted using a qualitative case study, executed with the help of interviews, in order to answer the research question: How is an embryo of innovation capital continuously cultivated in a technology transfer and biomedical start-up process? Conclusions: A technology transfer entity provides the means to establish a platform where an entrepreneur can build its own human capital, structural capital, and relationship capital. The forms of capital interact and thus create value, herein considered as innovation capital.

Many enterprises have shortcomings in the transfer of information between different departments. Furthermore, routines for maintaining knowledge in order to be able to use this experience in the future are often lacking. Time and resources spent on improving these systems and procedures can provide significant benefits in terms of saved time and reduced costs in the later stages of a project. The benefit of this is not only a greater clarity and a reduced risk of misunderstandings, but also the preservation of knowledge that would otherwise be lost.The aim of this study has been to examine the process of information transfer and the transfer of knowledge between the calculus department and production manager in projects at Erlandsson Bygg i Öst AB. An additional aim was suggestions for improvements in the calculation handover and at the end of a project, where it was possible.The study was primarily conducted through literature studies and interviews.

Purpose: Our purpose is to describe and understand how a project-based, knowledge-intensive firm in the high-technology industry creates and transfers knowledge, seen from two perspectives.Methodology: Our qualitative case study has an explorative approach since earlier studies within our positioning are absent, thus we look at KM abductively. To gain more depth to our study, we mirror our findings from our case company with data collected from three additional organisations.Theoretical perspectives: We see a clear distinction between researchers, either seeing knowledge as an object or a process. Thus, we review theories from both sides, either focusing on the creation or transferring of knowledge. In addition, theories on KM in project organisations areaccounted for.Empirical foundation: The study is based on the empirical foundation which consists of the data received through six interviews with employees at our main case company and, additionally, two interviews at each of our three mirrorcompanies.Conclusion: The study found KM being seen from both perspectives in all four firms. Through this, we found implications for how our case company could proceed in the future..

Studies conducted on event marketing have mainly focused on larger events. Managerial implications, marketing techniques, and theories in the field have hence dominantly addressed events of larger nature. Event marketing however is a growing phenomenon in the marketing mix. Brands are using event marketing to a greater extent. Brands are increasingly using small events as a marketing tool in order to create brand awareness and brand image; this goes for both small brands and large brands.