Separating the Effects of Professional Association from Organizational Culture in Knowledge Transfer: A Hierarchical Investigation

This research investigates the relative effects of both organizational culture and profession on indicators of knowledge transfer. Using HLM, the effects of two organization types that contain different professions; "Operations" and "Support," are compared in their effects, as are those of partner similarity-a variable hypothesized to vary between the two organization types. Results show that the effects of organizational culture seem to outweigh those of profession, reinforcing the imperative that leaders manage their organizational culture if they wish to increase knowledge transfer.