Knowledge Transfer through Recognition and Implementation of the Transformational Team Member Role

Knowledge transfer, explicit, as well as tacit, can be singled out as a key and crucial determinant of the modern knowledge economy. In global business organizations, success depends on quality, and often, rapid knowledge transfer. People who are often engaged, usually without official responsibility, bring great value through their engagement in such activities and can be determined as transformational team members. Various organizations ranging from academic, medical, corporate to the military, benefit from team members who can recognize the need for a change and instigate the process of acquiring new knowledge and its incorporation into everyday functioning within the team. In this article, the scope of the real situation within various organizations is presented, through demonstration of the actual status of transformational team members, the structure that surrounds them, and the level on which their role is structured, defined, and institutionalized within the organization. Many organizations recognize the need for transformational team members but at the same time, they fail to recognize and structuralize the institution of transformational team members, their activities and provide an environment in which they can strive.