Using the Delphi Method to Enhance the Transfer of Organisational Knowledge: A Bridge for Practitioners and Academics.

摘要

A knowledge transfer gap exists when knowledge is created but not transferred between Practitioners and Academics. The existence of the gap is particularly impactful in organisations struggling to improve performance. Over 25 years as a working Practitioner, I have experienced its persistence and magnitude as organisational leaders struggle to tackle complex problems. The issue is the inability of Practitioners and Academics to effectively transfer knowledge to each other, which itself requires specialised skills and directed resources. The purpose of this research was to reframe the roles and processes that bridge the knowledge transfer gap in order to increase organisational effectiveness.;The literature that stimulated my ideas was the notion exposed through Nonaka's (1988) description of middle management. The flow of information is not necessarily a straight line, but involves multiple hand-offs and roles to transfer knowledge from Jarvis' (1999) 'metatheories' (academia) to 'microtheories' (practice).;Through this study, I identify seven knowledge transfer roles, differentiated and similarly grouped along a Knowledge Transfer Role Continuum(c) by their current practices, motivations and acceptance of these roles. Two distinct sets of success factors -- one for the knowledge transfer process and another for the individual roles - were extracted, providing the impetus for future research. I also developed a framework called the Translation Process Continuum(c) that addresses how a variety of processes could begin to bridge the gap.;While knowledge translator roles are integral to bridging the gap, they will not be embraced until there is a cultural shift within the academic and practice worlds, and a value placed on each other's contribution. Further, until there is evidence that these roles produce results and compensation and resources applied to support their work, acceptance will be hindered. In my view, research funding bodies are central to initiating this transformation.;Finally, through adaptation and experience generated through this research, I propose enhancements to the Delphi method. These extend the current three application categories to eight and modify several design parameters. These recommendations influence panel selection, questionnaire development, data collection, analysis, and reporting, thereby broadening Delphi's flexibility and range of application.