Common Knowledge

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Breakthrough research on knowledge transfer reveals five proven methods for effective sharing within organizations. While external knowledge about customers and competitors is widely accessible, it rarely offers a competitive edge. In contrast, internal "know-how" unique to a company—such as strategies for market entry or efficiency improvements—forms the basis of sustained competitive advantage. Nancy Dixon, an expert in organizational learning, refers to this experiential knowledge as "common knowledge." She emphasizes that not all knowledge can be shared equally and that successful knowledge transfer systems must align the type of knowledge with the appropriate transfer method. Dixon's in-depth study of organizations like Ernst & Young, Ford, and the U.S. Army uncovers insights into how organizational knowledge is created and shared effectively. Traditionally, companies have relied on costly trial and error to establish knowledge transfer systems. Dixon streamlines this process by outlining three critical criteria: the type of knowledge, the nature of the task, and the knowledge receiver. She categorizes five distinct knowledge transfer methods, detailing the principles that make each effective and guiding managers in selecting the best system for their organization. By addressing why some systems succeed while others fail, this book equips organizations to tailor knowledge transfer systems to their unique common knowledge