Table 4.
Utility and contextual conditions of the four knowledge-conversion modes
| Conversion modes | Utility | Contextual conditions |
|---|---|---|
| Socialization |
• Gain local knowledge |
• Trainee’s leadership skills |
| • Strengthen attitudes |
• Trainee’s role (mid-/senior-level manager) |
|
| • Gain credibility |
• Structure of the training program |
|
| • Existence of collaborative network | ||
| Externalization |
• Voice engagement with EIDM (conversion of attitudes) |
• Trainee’s leadership |
| • Show skills in the use of EIDM |
• Scope and relevance of intervention project |
|
| • Organizational communication culture | ||
| Combination |
• Necessary for conversion of skills |
• Collaborative networking |
| • Learning culture and practices | ||
| • Organizational leadership and support | ||
| • Motivation to engage in team work | ||
| • Flexible organizational arrangements (i.e., decentralization of decision-making) | ||
| Internalization |
• A first step toward routinization of the use of EIDM |
• Learning processes and practices |
| • Skills and knowledge resources in the organization | ||
| • Organizational upheaval | ||
| • CEO leadership |