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Commenced in January 2007 Frequency: Monthly Edition: International Publications Count: 29209

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Knowledge Management: The Need for a Total Knowledge Transfer Model to Diffuse Innovation of the Public Health Workforce
The purpose of this article is to propose a model designed to achieve Total Knowledge Transfer in the public health sector. The Total Knowledge Transfer Model integrated four essential organizational factors which have been under examined in totality in the literature. The research design was inductive in nature and used a case study for accomplishing the research objectives. The researcher investigated the factors that created a base to design a framework for total knowledge transfer in the public health sector. The results of this study are drawn from a fairly large sample in only two hospitals. A further research can be conducted to cover more responses from a wider health sector. The Total Knowledge Transfer Model is essential to improve the transfer and application of total common health knowledge.
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[1] Elwyn, G., Taubert, M., Kowalczuk, J., Sticky knowledge: A possible model for investigating implementation in healthcare contexts. Implementation Science. 2007. (Online). Available From:
[2] Beesley, L., Cooper, C., Defining knowledge management (KM) activities: towards consensus. Journal of Knowledge Management. Volume 12. Number 3. 2008. PP. 48-62. Emerald Group Publishing Limited.
[3] Hitt, M., Hoskisson, R., Ireland, R. Management of strategy. Concepts and Cases. Thomson South-western, 2007.
[4] Little, S., Quintas, P., and Ray, T., Managing Knowledge. An essential Reader. London: Sage Publications Ltd, 2002.
[5] Dixon, N., Common Knowledge. How Companies Thrive By Sharing What They Know. Harvard Business School Press, 2000.
[6] Crookes, P., Davies, S., Research Into Practice. Essential Skills for Reading and Applying Research in Nursing and Health Care. 2nd ed. Elsevier Limited, 2004.
[7] Mary, L., Marilyn, K., Rachel, T., Dianne, R., Susie, K., Nancy, P., Steve, H., Cheryl, M., Adam, F., Peter R., Knowledge Transfer in Health Care. CanChild, 2004.
[8] Ahmed, P., Kok, L., Loh, A., Learning Through Knowledge Management. Butterworth-Heinemann, 2002.
[9] Beijerse, Uit. Knowledge Management in small and medium-sized companies: knowledge management for entrepreneurs. Journal of knowledge management, volume 4, No. 2, 2000, PP. 162-179.
[10] Sharifuddin, S., Ikhsan, S., Rowland, F., Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer. Journal of knowledge management. Volume 8. No.2, 2000, PP 95-111. Emerald Group Publishing Limited.
[11] Rhodes, J., Hung, R., Peter, P., Lien, B., Wu, C., Factors influencing organizational knowledge transfer: implication for corporate performance. Journal of Knowledge Management. Volume 12. Issue 3, 2008, P. 84-100. Emerald Group Publishing Limited.
[12] Sanchez, R., "Tacit Knowledge" versus "Explicit Knowledge" Approaches to Knowledge Management Practice, 2000, (Online). Available From:
[13] Kalling, T., Styhre, A., Knowledge Sharing in Organizations. Liber. Abstrakt. Copenhagen Business School Press, 2003.
[14] Stacey, R., Strategic management and Organizational Dynamics. The Challenge of Complexity. 4th ed. Pearson Education Limited, 2003.
[15] Morey, D., Maybury, M., Thuraisingham, B., Knowledge Management. Classic and Contemporary Works. London: MIT Press, 2000.
[16] Newell, S., Robertson, M., Scarbrough, H., and Swan, J., Managing Knowledge Work. Palgrave, 2002.
[17] De Lusignan, S., Pritchard, K., Chan, T.,A Knowledge -management Model for Clinical Practice. Journal of Postgraduate Medicine. Volume 48. Issue 4, 2002, PP. 297-303. (Online). Available From: 3859;year=2002;volume=48;issue=4;spage=297;epage=303;aulast=de.
[18] Jasimuddin, S., A holistic view of knowledge management strategy. Journal of Knowledge Management. Volume 12. Issue 2, 2008, P. 57- 66. Emerald Group Publishing Limited.
[19] Davenport, T., and Prusak, L., Working Knowledge. How Organizations Manage What They Know. Boston: Harvard Business School Press, 2000.
[20] Laudon, K. and Laudon, J., Essentials of Management Information Systems. Pearson Education. Inc. 8th edition, 2009.
[21] Buchan, H., Using research knowledge to improve health care. BMJ Publishing group & Institute for health care improvement, 2003, (Online). Available From:
[22] Evans, J., Lindsay, w., The management and Control of Quality. Eighth edition. South-western, Cengage Learning, 2011, P.62
[23] Turner, C., Paths to Succeed. Developing Your Entrepreneurial Thinking. TEXERE Publishing Limited, 2002.
[24] Schilling, J. and Kluge, A., Barriers to Organizational Learning: An Integration of theory and research. International Journal of Management Reviews. Volume 11. Issue 3, 2009, PP.337-360.
[25] Bennet, A. and Bennet, D., A new change model: factors for initiating and implementing personal action learning. VINE: The journal of information and knowledge management systems. Volume 38. No. 4, 2008, pp. 378-387.
[26] Storey, J., Salaman, G., Managers of Innovation. Insights into Making Innovation Happen. Blackwell publishing, 2005.
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