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1 2024

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Knowledge transfer across peer and multigenerational teams of employees

Czainska Katarzyna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 201

79--89

Purpose: identification of differences in methods, forms and IT channels of knowledge transfer used in employee peer and multigenerational groups. Design/methodology/approach: preferences for knowledge transfer in peer groups were assumed on the basis of a benchmark survey conducted by researchers at Jagiellonian University in 2020. On the other hand, preferences for knowledge transfer in multigenerational groups were identified on the basis of original studies conducted in April and May 2023. Findings: it was noted that there are differences in the preferred ways, forms and channels of knowledge transfer in the studied employee groups. Research limitations/implications: The comparative study was carried out in two specific social groups (academic and military), therefore further research should be conducted in other sectors, especially economic ones. Practical implications: a positive phenomenon for businesses is the willingness of younger employees to acquire knowledge through direct contact with older employees with higher seniority. Social implications: a positive phenomenon for businesses is the willingness of younger employees to acquire knowledge through direct contact with older employees with higher seniority. This attitude is conducive to building intergenerational knowledge networks and shaping a knowledge management strategy based on trust, while contradicting the thesis that young employees do not engage in the process of intergenerational knowledge transfer. Originality/value: The basic value of the conducted research is to refute the stereotype according to which young employees prefer functioning in the virtual world and do not appreciate direct relationships; The above stereotype combined with the lack of trust confirmed in the literature resulted in a tendency to separate peer groups, which made it difficult, among others, knowledge transfer. The willingness of young employees to acquire knowledge from older mentors, indicated in this research, should be the foundation for building a knowledge transfer strategy based on intergenerational employee integration and motivational tools (financial and non-financial) encouraging employees to share knowledge.