From Knowledge Transfer via Co-Creation to Knowledge Transformation: A Case Study of Cross-Generation Knowledge Transfer in a Thai Construction Company

In this paper, we examine cross-generational knowledge transfer from senior to junior engineers of a company. A multidimensional view of knowledge is applied in this study; knowledge is conceived as practical (formed through doing); social (generated from the interactions among organizational members and the context surrounding these people); strategic (generated through directed actions and shared goals), and comprising the identity of an organization. A case study was conducted in a Thai construction company, to develop a theoretical framework of cross-generational knowledge transfer. After an exploratory pilot study, followed by focused in-depth interviews of six engineering groups and one supporting group, along with observations of work practices and knowledge sharing behaviours and archival data collection is in process. Our research findings reveal that major three parties involved in knowledge transfer - senior and junior engineers, and corporate management - have different understandings and approaches for knowledge transfer, and thus show different ways of engagement to this procedure, which makes a simple knowledge transfer unrealistic, but requires co-creation and transformation of knowledge between generations engaged in seemingly knowledge transfer at the beginning. Our study also found that knowledge transfer from this approach facilitates knowledge work throughout the organization by improving teamwork and problem solving, coordination, planning, and communication. The study sheds a light on the importance of practice-based knowledge for organizational development, and the managerial implications derived from our study may help guide firms as they plan to operate and innovate themselves continuously by keeping their valuable knowledge and coping successfully with brain drain due to employees' turnover or retirement.