The Determinants of Interorganizational Knowledge Coaching Success

Abstract

With the global rise of the knowledge worker, there is an increasing interest in effective knowledge transfer practices within the firm. This interest is especially prevalent in regards to the transfer of tacit knowledge—knowledge that is difficult to describe and transmit to others. In this chapter, the authors consider how the emerging practice of knowledge coaching can be utilized as a means to transfer tacit knowledge between experts and protégés within the firm, and consider the individual-level factors that influence whether the practice yields success. In doing so, they report the results of a study examining the impact of individually possessed national cultural values on motivation to engage in knowledge coaching, and put forward several avenues for future research.