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Using Mentoring and Storytelling to Transfer Knowledge in the Workplace

In: Managing Knowledge Assets, Creativity And Innovation

Author

Listed:
  • Walter C. Swap

    (Psychology at Tufts University, USA)

  • Dorothy A. Leonard

    (Business Administration at Harvard Business School, USA)

  • Mimi Shields

    (Technology and Operations Management Group at Harvard Business School, USA)

  • Lisa Abrams

Abstract

The core capabilities of an organization include critical skills of employees, management systems, and norms and values. Core capabilities may be transferred formally and explicitly. However, much knowledge, particularly knowledge with rich tacit dimensions, is transferred informally through processes of socialization and internalization. We focus on two transfer mechanisms—mentoring and storytelling—that can leverage the knowledge of an organization, particularly its tacit knowledge, to build core capabilities. We draw on relevant research in learning and cognitive psychology to clarify the conditions under which mentoring and storytelling can be most effective as carriers of knowledge. Finally, we present recommendations for specific managerial practices that follow from our analysis.

Suggested Citation

  • Walter C. Swap & Dorothy A. Leonard & Mimi Shields & Lisa Abrams, 2011. "Using Mentoring and Storytelling to Transfer Knowledge in the Workplace," World Scientific Book Chapters, in: Managing Knowledge Assets, Creativity And Innovation, chapter 6, pages 137-158, World Scientific Publishing Co. Pte. Ltd..
    • Handle: RePEc:wsi:wschap:9789814295505_0006
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