Same Company, Different Realities: Understanding Enablers and Barriers to Knowledge Transfer - A Comparative Analysis of Two Research Divisions

Abstract

This study explores the complexities of knowledge transfer, aiming to identify how existing enablers and barriers influence the knowledge transfer process within two research divisions of a multinational automotive manufacturing firm. Through a qualitative, comparative case study approach, the research reveals how divisional context, specifically structural and cultural factors, profoundly shapes the dynamics of knowledge exchange. Division A, characterized by a collaborative and open culture, facilitates informal and spontaneous knowledge transfers. In contrast, Division B operates through more formalized and structured transfer mechanisms due to its larger and siloed environment. The research highlights that traditional views of barriers as purely negative are overly simplistic; in practice, some barriers serve constructive roles, such as preventing information overload and enhancing communication quality. Furthermore, the interplay between enablers and barriers is shown to be dynamic and situational, suggesting that strategic adaptability is essential. Managerial implications point to the need for tailored, context-aware strategies that leverage both enablers and select barriers. Leadership and organizational culture should be cultivated to promote adaptive and resilient knowledge transfer practices. Limitations of the research include the single-case design and challenges associated with capturing tacit knowledge. Future research should consider longitudinal studies, cross-company comparisons, and more immersive methods such as workshops or observational studies to further uncover the evolving nature of knowledge transfer.