Knowledge Transfer Process Cycle: Between Factory Floor and Middle Management
Factory floor workers can add value to their firm from new knowledge they may di scover whilst performing their daily tasks. The transfer of that knowledge to mi ddle managers can improve process efficiencies, if they can utilise it. Research ers and practitioners perceive value in understanding a range of knowledge trans fer strategies and initiatives, yet there is little empirical evidence on ground level knowledge discovery and bottom-up knowledge transfers in a manufacturing environment. Our results show that factory workers do not codify their knowledge and only articulate it personally. Thus firms must provide an environment that supports knowledge exchanges within the factory worker community and upwards to middle managers whom act as knowledge facilitators rather than knowledge creator s between factory workers and upper management.
Australian Journal of Management