Landry, R., Amara, N., Pablos-Mendes, A., Shademani, R. & Gold, I. (2006). The Knowledge-Value Chain: A Conceptual Framework for Knowledge Translation in Health. Bulletin of the World Health Organization, 84(8), 597-602.
Format: Peer-reviewed article
Type: Research — Non-experimental
Experience level of reader: Fundamental
Annotation: The authors introduce the knowledge translation process and identify a range of potential problems. They also provide background information about what knowledge is and how its value can be determined. The authors present the knowledge-value chain (which is built from the knowledge management literature) as a viable tool for optimizing knowledge translation. The knowledge value chain is dependent upon the effective management of five critical capabilities: (1) knowledge mapping and knowledge acquisition, which complement each other (2) knowledge creation, which is partly associated with knowledge destruction; (3) knowledge integration, which is dependent upon knowledge sharing and knowledge transfer; (4) knowledge replication, which is related to knowledge protection, and (5) knowledge performance assessment, which is linked with innovation.
Setting(s) to which the reported activities/findings are relevant: Government, University
Knowledge user(s) to whom the piece of literature may be relevant: Clinicians, Policy Makers, Researchers
Knowledge user level addressed by the literature: Organization
This article uses the Commercial Devices and Services version of the NtK Model
Carrier: A knowledge-value chain typically moves from knowledge mapping and acquisition to the production and delivery of new or improved knowledge that delivers added value to its users. The mission, vision, goals and strategies of an organization drive the knowledge-value chain. The higher the knowledge performance, the higher the value generated. (Lundquist (2003); Lee (2000); Holsapple [2001])
Occurrence of finding within the model: KTA Stage 1, KTA Stage 2, KTA Stage 3
Tip: When it comes to knowledge application, sound decisions and professional practices should be based on multiple types and pieces of knowledge that bring complementary contributions to problem solving. Explicit and tacit knowledge are especially important with respect to knowing how to perform a particular task, solve problems and manage change in unique, complex or uncertain circumstances. Additionally, organizations are necessary to provide the infrastructure in which individuals can coordinate the integration of their specialized knowledge in order to solve problems. (Foray [2004])
Occurrence of finding within the model: KTA Stage 1, KTA Stage 2, KTA Stage 3