Surfacing and transferring expert knowledge: The sense-making interview

Human Resource Development International

Volumn 14, Issue 3, 2011, Pages 353-362

  Linderman, Albert ^a   Baker, Jeff ^a   Bosacker, Stephen C ^a  

^a Sagis Corporation   (United States)

Author keywords

Intellectual capital; Interviewing; Knowledge retention; Transitions

Indexed keywords

EID: 84937252233     PISSN: 13678868     EISSN: 14698374     Source Type: Journal    
DOI: 10.1080/13678868.2011.585071     Document Type: Article

References (7)

1. Charan, R., 2005. Ending the CEO succession crisis. Harvard Business Review, 83:72–81.
2. Dervin, B., Interviewing as dialectical practice:Sense-making methodology as exemplar. Paper presented at the annual meeting to the audience section of the International Communication Association for Media and Communication Research. July20–25. inStockholm, Sweden
3. Dervin, B., and Foreman-Wernet, L., 2003. Sense-making methodology reader, Cresskill, NJ:Hampton Press.
4. Fisher, A., 1998. Don't blow your new job. Fortune, June 22:162–163.
5. Lancaster, L., and Stillman, D., 2002. When generations collide:Who they are. Why they clash. How to solve the generational puzzle at work, New York:HarperBusiness.
6. Leonard, D., and Swap, W., 2005. Deep smarts:How to cultivate and transfer enduring business wisdom, Cambridge, MA:Harvard Business School Press.
7. Weick, K., 1995. Sensemaking in organizations, Thousand Oaks, CA:Sage.