Articles
QUALITY MANAGEMENT FACTORS: TRUST AND REWARD
Article number
831_15
Pages
139 – 146
Language
English
Abstract
A research study in a dynamic, time-varying environment found that senior management decisions in themselves are not sufficient to control quality within an agricultural research organization, specifically, the Volcani Research Center, of the Agricultural Research Organization (ARO), of the Israeli Ministry of Agriculture and Rural Development.
The findings regarding knowledge transfer in the ARO are that: hierarchical barriers impede the vertical transfer processes; barriers between departments impede the horizontal transfer processes; and barriers impede knowledge transfer to and from a newcomer into a position.
However, informal knowledge transfer via unofficial networks proceeds horizontally as well as vertically at all levels.
The findings are important, both to senior management and to researchers and other team members, because the effect of tight coupling among the working processes is usually ignored, and an analysis that treated these processes individually would lack an important attribute.
In order to improve knowledge transfer within the ARO it is necessary to reduce the reward effect and minimize the trust gap.
In addition, specific measures should be introduced, to enhance the knowledge transfer process.
Such a measure could be the appointment of a Chief Knowledge Officer (CKO).
The findings regarding knowledge transfer in the ARO are that: hierarchical barriers impede the vertical transfer processes; barriers between departments impede the horizontal transfer processes; and barriers impede knowledge transfer to and from a newcomer into a position.
However, informal knowledge transfer via unofficial networks proceeds horizontally as well as vertically at all levels.
The findings are important, both to senior management and to researchers and other team members, because the effect of tight coupling among the working processes is usually ignored, and an analysis that treated these processes individually would lack an important attribute.
In order to improve knowledge transfer within the ARO it is necessary to reduce the reward effect and minimize the trust gap.
In addition, specific measures should be introduced, to enhance the knowledge transfer process.
Such a measure could be the appointment of a Chief Knowledge Officer (CKO).
Authors
I. Prigojin, Y. Gal
Keywords
information, quality management, trust factor, organizational processes, rewards, knowledge management, initiatives
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