Knowledge Migration and the Transfer of HRM Knowledge in International Joint Ventures and HRD Alliances-- Paul Iles, July 9, 2003

47th Annual Meeting of the International Society for the Systems Sciences (ISSS), Hersonissos, Crete, July 9, 2003.

July 9, 2003, 5:30 p.m., Special Integration Group on Organizational Transformation and Social Change

This digest was created in real-time during the meeting, based on the speaker's presentation(s) and comments from the audience. These should not be viewed as official transcripts of the meeting, but only as an interpretation by a single individual. Lapses, grammatical errors, and typing mistakes may not have been corrected. Questions about content should be directed to the originator. These notes have been contributed by David Ing ( at the IBM Advanced Business Institute ( ).

Paul Iles, with Maurice Yolles and third author

Interested in knowledge transfer, particularly in HR.

Paper aims to:

Critique of knowledge transfer, particularly in HRM.

In terms of sender and receiver, knowledge source and knowledge sink.

Knowledge migrations across culture -- problems.

Need to move beyond knolwedge flows as linear, but as emergent

Mauritus is upper-middle income, like Poland

Models like Westminister model, e.g. devolution of responsibilities to management, staffing by Public Service Commisiosion.

Found little transfer of HR knowledge.

Look at it from a VSM approach.

Another example:  Czech academic alliances.

Model:  Cognitive domain, (?) behavioural domain.

Need to develop a supersystem of actors.

Four phases.

Knowledge transfer:  Looking a cognitive interests and cognitive purpose.

Knowlege transfer is more helpful than watching flows.


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