Consulting as a Strategy for Knowledge Transfer
Academic researchers who work on health policy and health services are expected to transfer knowledge to decision makers. Decision makers often do not, however, regard academics’ traditional ways of doing research and disseminating their findings as relevant or useful. This article argues that consulting can be a strategy for transferring knowledge between researchers and decision makers and is effective at promoting the “enlightenment” and “interactive” models of knowledge use. Based on three case studies, it develops a model of knowledge transfer-focused consulting that consists of six stages and four types of work. Finally, the article explores how knowledge is generated in consulting and identifies several classes of factors facilitating its use by decision makers.
Author(s): Nora Jacobson; Dale Butterill; Paula Goering
Keywords: knowledge transfer; consulting
Volume 83, Issue 2 (pages 299–321)
Published in 2005