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Transfer or emergence: strategies for building design knowledge through knowledge transfer partnerships

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Transfer or emergence: strategies for building design knowledge through knowledge transfer partnerships. / Inns, Tom; Baxter, Seaton; Murphy, Emma.
In: The Design Journal, Vol. 9, No. 3, 11.2006, p. 34-44.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Inns, T, Baxter, S & Murphy, E 2006, 'Transfer or emergence: strategies for building design knowledge through knowledge transfer partnerships', The Design Journal, vol. 9, no. 3, pp. 34-44. <http://www.ingentaconnect.com/content/berg/dsgj/2006/00000009/00000003/art00005>

APA

Inns, T., Baxter, S., & Murphy, E. (2006). Transfer or emergence: strategies for building design knowledge through knowledge transfer partnerships. The Design Journal, 9(3), 34-44. http://www.ingentaconnect.com/content/berg/dsgj/2006/00000009/00000003/art00005

Vancouver

Inns T, Baxter S, Murphy E. Transfer or emergence: strategies for building design knowledge through knowledge transfer partnerships. The Design Journal. 2006 Nov;9(3):34-44.

Author

Inns, Tom ; Baxter, Seaton ; Murphy, Emma. / Transfer or emergence: strategies for building design knowledge through knowledge transfer partnerships. In: The Design Journal. 2006 ; Vol. 9, No. 3. pp. 34-44.

Bibtex

@article{a20e361c84b54624b85a9d961277f95d,
title = "Transfer or emergence: strategies for building design knowledge through knowledge transfer partnerships",
abstract = "The business of design is clearly a knowledge-based activity. Governments have introduced a variety of mechanisms to support knowledge transfer. One approach in the UK is the Knowledge Transfer Partnership (KTP) programme, which supports collaboration between universities and businesses. This paper reflects on experiences of running design related KTP programmes. Firstly, examples of KTP programmes with non-design experienced Company Partners are reviewed. These KTP programmes have concentrated on transferring knowledge of tools, techniques and processes. Recent experience of a KTP programme between with a Company Partner highly experienced in design is then examined. This KTP programme has been based on creating tools within the Company Partner through codifying existing tacit knowledge. Reflection on both approaches suggests that attention needs to be paid to the types of knowledge that might be involved in design related KTPs. The paper concludes by suggesting ways of structuring KTP programmes to support tacit knowledge emergence. ",
keywords = "Design Management, tacit knowledge, design consultancy",
author = "Tom Inns and Seaton Baxter and Emma Murphy",
year = "2006",
month = nov,
language = "English",
volume = "9",
pages = "34--44",
journal = "The Design Journal",
issn = "1756-3062",
publisher = "ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD",
number = "3",

}

RIS

TY - JOUR

T1 - Transfer or emergence: strategies for building design knowledge through knowledge transfer partnerships

AU - Inns, Tom

AU - Baxter, Seaton

AU - Murphy, Emma

PY - 2006/11

Y1 - 2006/11

N2 - The business of design is clearly a knowledge-based activity. Governments have introduced a variety of mechanisms to support knowledge transfer. One approach in the UK is the Knowledge Transfer Partnership (KTP) programme, which supports collaboration between universities and businesses. This paper reflects on experiences of running design related KTP programmes. Firstly, examples of KTP programmes with non-design experienced Company Partners are reviewed. These KTP programmes have concentrated on transferring knowledge of tools, techniques and processes. Recent experience of a KTP programme between with a Company Partner highly experienced in design is then examined. This KTP programme has been based on creating tools within the Company Partner through codifying existing tacit knowledge. Reflection on both approaches suggests that attention needs to be paid to the types of knowledge that might be involved in design related KTPs. The paper concludes by suggesting ways of structuring KTP programmes to support tacit knowledge emergence.

AB - The business of design is clearly a knowledge-based activity. Governments have introduced a variety of mechanisms to support knowledge transfer. One approach in the UK is the Knowledge Transfer Partnership (KTP) programme, which supports collaboration between universities and businesses. This paper reflects on experiences of running design related KTP programmes. Firstly, examples of KTP programmes with non-design experienced Company Partners are reviewed. These KTP programmes have concentrated on transferring knowledge of tools, techniques and processes. Recent experience of a KTP programme between with a Company Partner highly experienced in design is then examined. This KTP programme has been based on creating tools within the Company Partner through codifying existing tacit knowledge. Reflection on both approaches suggests that attention needs to be paid to the types of knowledge that might be involved in design related KTPs. The paper concludes by suggesting ways of structuring KTP programmes to support tacit knowledge emergence.

KW - Design Management

KW - tacit knowledge

KW - design consultancy

M3 - Journal article

VL - 9

SP - 34

EP - 44

JO - The Design Journal

JF - The Design Journal

SN - 1756-3062

IS - 3

ER -