Knowledge Networking: A Strategy to Improve Workplace Health & Safety Knowledge Transfer

This article proposes a Knowledge Networking approach to the development of Workplace Health & Safety Knowledge in order to overcome the limits and obstacles associated with the more traditional linear model of Knowledge Transfer in organisations. The province of Quebec has developed a Network approach to managing workplace health and safety that is highly regarded by health & safety practitioners and researchers throughout Canada. Its research arm, the Robert Sauve Research Institute on Workplace Health & Safety (IRSST) also uses a Knowledge Network approach to guide its research agenda. The success of those network initiatives has led the Eastern Canada Research Consortium on Workplace Health & Safety to create a Knowledge Transfer Research Laboratory (KTLab) to support research on the transfer of WHS best practices develop in Quebec and elsewhere to Atlantic Canada using a networking approach.

[1]  Niels G. Röling,et al.  The emergence of knowledge systems thinking: A changing perception of relationships among innovation, knowledge process and configuration , 1992 .

[2]  Linda Argote,et al.  An Empirical Investigation of the Microstructure of Knowledge Acquisition and Transfer Through Learning by Doing , 1996, Oper. Res..

[3]  Michael Huberman,et al.  Knowledge dissemination and use in science and mathematics education: A literature review , 1994 .

[4]  C. Argyris Actionable Knowledge: Design Causality in the Service of Consequential Theory , 1996 .

[5]  B. Kogut,et al.  What Firms Do? Coordination, Identity, and Learning , 1996 .

[6]  Michael L. Dennis,et al.  Effective Dissemination of Energy-Related Information: Applying Social Psychology and Evaluation Research. , 1990 .

[7]  J. Boggs Implicit Models of Social Knowledge Use , 1992 .

[8]  Harry Irwin,et al.  Technology transfer and communication: lessons from Silicon Valley, Route 128, Carolina's Research Triangle and hi-tech Texas , 1991, J. Inf. Sci..

[9]  Swee C. Goh,et al.  Managing effective knowledge transfer: an integrative framework and some practice implications , 2002, J. Knowl. Manag..

[10]  J. Levine,et al.  Knowledge Transfer in Organizations: Learning from the Experience of Others☆ , 2000 .

[11]  Eric D. Darr,et al.  The Acquisition, Transfer, and Depreciation of Knowledge in Service Organizations: Productivity in Franchises , 1995 .

[12]  J. H. Dyer,et al.  Creating and managing a high‐performance knowledge‐sharing network: the Toyota case , 2000 .

[13]  Agnar Aamodt,et al.  Modeling the knowledge contents of CBR systems , 2001 .

[14]  Joel A. C. Baum,et al.  Survival-enhancing learning in the Manhattan hotel industry , 1998 .

[15]  Vicky Dougherty Knowledge is about people, not databases , 1999 .

[16]  Gabriel Szulanski Exploring internal stickiness: Impediments to the transfer of best practice within the firm , 1996 .

[17]  L. Argote Organizational Learning: Creating, Retaining and Transferring Knowledge , 1999 .

[18]  David A. Johnston,et al.  The Diffusion of Innovation within Multi‐unit Firms , 1990 .

[19]  G. Hénault The Dissemination of Research Results in Southeast Asia , 1992 .

[20]  C. Galbraith Transferring Core Manufacturing Technologies in High-Technology Firms , 1990 .

[21]  A Grass-Roots Perspective on Legislating Knowledge Utilization , 1993 .

[22]  Andrew B. Hargadon Firms as Knowledge Brokers: Lessons in Pursuing Continuous Innovation , 1998 .

[23]  R. Frambach An Integrated Model of Organizational Adoption and Diffusion of Innovations , 1993 .