Abstract

Dominant research streams in management conclude that knowledge transfer between managers and associated patient groups is accomplished through compatible instructions and/or socially assembled practices. Underlying these views is the belief that any texts and practices carry with them the codes necessary for their decoding and, therefore, enable an unproblematic knowledge transfer to naturally occur. The research asked if this relationship could be improved from both a personal and organisational perspective by developing a better understanding of the various knowledge transfer mechanisms at work. These findings show that in an organisational context, different perspectives to knowledge must be comprehensively understood before any technique to reduce transfer anomalies is introduced within an environment.