Michael Fascia

Contemporary theory surrounding knowledge generation linked to knowledge transfer practice and process is extensive, and has been fruitful in delivering many useful and recognised frameworks. In this regards authenticity for managerial governance and/or remedial programmes for business efficiency and delivery, derive resource legitimacy from many of these frameworks as a direct consequence of theoretical strategy. Underlying these views is the belief that texts and practices carry with them the codes necessary for their own decoding and, therefore, enable an unproblematic knowledge transfer. Although this position or direction is supported by various authors, consequential focus originates from a point at which businesses and organisations cannot create knowledge on their own, whereby, supporting dynamisms are required to develop created knowledge. Thus, purposely acknowledging that proportional competitive advantage of a particular business can relate to its process or efficiency of knowledge transfer. Reconciling this apparent anomaly remains a popular topic with many authors, however, maintains a focused and biased underpinning within its many descriptions. This paper will therefore consider the relevance of knowledge generation as a key aspect of this underpinning and add to the debate surrounding knowledge generation as a factor of business success.