Talent Management and Organizational Learning within the Knowledge Transfer Process of Human Space Technology Development

In terms of space development, Japan established its national space agency about 10 years after NASA in the U.S., and has long been engaged in catch-up type research and development (R&D). This paper provides a qualitative case study of the difficulties in knowledge transfer from the U.S. to Japan within the field of human space technology. Additionally, this paper covers how the national space agency overcame these difficulties and further improved its R&D capabilities by internalizing knowledge, and it also examines the process from two perspectives: the learnings of the organization and those of the individual researchers and engineers. This study focused on human factors from human space technologies and knowledge transfer between organizations. It was conceivable that establishing a knowledge transfer practice in a public research institute would be possible, and there are few research cases. Practical research in terms of human resource deployment and organizational learning was also conducted. As a result, a characteristic knowledge transfer relationship was found between knowledge intermediaries and a unique appointment pattern of professionals in public research institutions.