A theoretical framework for knowledge transfer in process redesign

Abstract

Business process redesign has become commonplace in today's organizations. A frequently overlooked consequence of process redesign is the learning barriers it creates for individuals who have to change the way they perform their work tasks. One way to overcome these barriers is through a process of knowledge transfer, wherein individuals apply their knowledge of existing work tasks to learn new work tasks. While transfer may facilitate learning through reuse of existing knowledge, it may also impede learning. Drawing on theories of task knowledge and analogical learning, this paper presents a task script framework and associated research propositions for knowledge transfer in process redesign. The framework is illustrated in the context of a real-world example, and implications for research and practice are discussed.