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Knowledge transfer
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Knowledge transfer in the fields of Organizational development and organizational learning, is the practical problem of getting a packet of knowledge from one part of the organization to another (or all other) parts of the organization.

It is considered to be more than just a communications problem. If it were merely that, then a memorandum, an e-mail or a meeting would accomplish the knowledge transfer.

Knowledge transfer is more complex because (1) knowledge resides in organizational members, tools, tasks, and their subnetworks (Argote & Ingram 2000) and (2) much knowledge in organizations is tacit or hard to articulate (Nonaka & Takeuchi 1995).

Argote & Ingram (1999) define knowledge transfer as "the process through which one unit (e.g., group, department, or division) is affected by the experience of another" (p 151). They further point out the transfer of organizational knowledge (i.e., routine or best practices) can be observed through changes in the knowledge or performance of recipient units.

The transfer of organizational knowledge, such as best practices, can be quite difficult to achieve (Szulanski 1996).