Systems Thinking for Knowledge Transfer in Organic and Mechanistic Organizations

Abstract

Research units in state government transportation agencies exist within traditionally hierarchical, or mechanistic, organizations. They manage and conduct research studies and ensure the successful transfer of knowledge through both inter- and intraorganizational relationships and through knowledge transfer activities. These activities may entail the transfer of knowledge at the local, state, federal or international level. Improving knowledge transfer ultimately improves organizational performance. Use of Burns and Stalkers’ dualism—mechanistic versus organic management systems—to describe government organizations aids in the recognition of the current condition and in the identification of the characteristics of an environment that will be more conducive to efficient knowledge transfer. This information will help decision makers within these organizations to select the appropriate organizational structure, or processes, to enhance knowledge transfer. The increasing amount of information and growing organizational complexity require a systems thinking approach to identifying opportunities for improvement within these organizations. This paper describes how systems thinking can aid in exploring knowledge transfer within organic and mechanistic state government organizations and offers contributions to the body of knowledge concerning government entities and intentional knowledge transfer.