E®ective Knowledge Transfer and Behavioural Change in a Training Environment Amy Rosellini Department of Information Science College of Information University of North Texas, USA amy.rosellini@gmail.com Published 10 January 2020 Abstract. Current models of knowledge transfer are insu±cient in de¯ning the factors that address the impact of knowledge transfer at di®erent cycles of the process where a ¯rm employs traditional training programs. The purpose of this study is to examine the models that identify relationships between e®ective knowledge transfer and behavioural change in the training environment. The study of these models is concerned with how training a®ects knowledge transfer, how knowledge transfer impacts behaviour change and how behaviour change a®ects overall job performance. This concept paper examines existing KM models such as SECI model, complexity theory, an entrepreneurship model and knowledge-to-action with the aim of developing an enhanced version of knowledge transfer measurement model (KTMM) that requires further testing. Keywords : Knowledge transfer; behaviour change; social network; innovation; training. 1. Introduction The current knowledge transfer models are insu±cient to show the complete knowledge transfer process and the factors that will impact its success. Firms need a clearer model to showcase how knowledge transfer may be impacted at di®erent stages of the process. Each of the current models touch on an aspect of the knowledge transfer process — human behaviours that impact transfer, environmental condi- tions, social engagement versus formal meeting engagement — but do not synthesise all that a ¯rm does to transfer knowledge and how it relates to ¯nal outcomes. Graham's (2006) Knowledge-to-Action (KTA) process models the cyclical rela- tionship between how knowledge is used, assessed and implemented with how it is acted upon. Similar to the Knowledge Transfer Measurement Model (KTMM), both equate knowledge transfer to action in a cyclical model (Rosellini, 2017), but neither model illustrates speci¯c factors a ¯rm may put in place to improve how and how rapidly knowledge is transferred. The purpose of this study is to examine models of knowledge transfer to determine how the KTMM may be improved for practitioners to identify factors that impact knowledge transfer at di®erent stages of training employees. Journal of Information & Knowledge Management Vol. 18, No. 4 (2019) 1950049 (14 pages) # . c World Scienti¯c Publishing Co. DOI: 10.1142/S0219649219500497 1950049-1 J. Info. Know. Mgmt. 2019.18. Downloaded from www.worldscientific.com by UNIVERSITY OF NORTH TEXAS on 10/26/21. Re-use and distribution is strictly not permitted, except for Open Access articles.