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

• One of the factors that can impede knowledge translation is incomplete knowledge. In some cases, research findings provide only a subset of the total knowledge that is required to fully understand an issue. Researchers should ensure that knowledge users are aware of any limitations.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Step 3.C, KTA Step 6.C, KTA Step 7.C

• One of the factors that can impede knowledge translation is knowledge valuation. The researcher and potential knowledge user expect to receive value in return for their involvement. Valuing knowledge and the time and resources that are required to transfer it can be complicated, especially when tacit knowledge is involved.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Step 3.B, KTA Step 6.B, KTA Step 7.B
• One of the factors that can impede knowledge translation is knowledge asymmetry. As one example, the knowledge user (in need) may know more about a particular issue, while the researcher (with interest) may know more about potential solutions. The knowledge user’s limited awareness of potential solutions may make them skeptical about the researcher’s confidence in the proposed solution. The researcher may feel undervalued. One approach the knowledge user and researcher could take to bridge the gap is to invest time in building a professional relationship and establishing mutual trust.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Stage 1, KTA Stage 2, KTA Stage 3, Step 3.1, Step 3.2, Step 2.2, Step 1.3, Step 1.2, Step 1.1

• One of the factors that can impede knowledge translation is knowledge incompatibility. This can occur when there is a disconnect between the new knowledge being considered and the receiving organization’s mission, historical context, values, skills, resources or prior investments in technologies.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Stage 1, KTA Stage 2, KTA Stage 3

• One of the factors that can impede knowledge translation is a lack of awareness or access to key knowledge and expertise. Indexes, search engines, expertise locators and social networks can help to remove these barriers.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Tip 1.3, KTA Tip 2.3, KTA Tip 3.3

• One of the factors that is associated with productive knowledge management (knowledge translation) is that performance assessment is linked with innovation. Knowledge performance is assessed based upon the degree to which the new knowledge contributes to the delivery of the expected outputs and outcomes (e.g., value to the knowledge user, best practice, value for money, etc.).
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Step 3.F, KTA Step 6.F, KTA Step 7.F
• One of the factors that is associated with productive knowledge management (knowledge translation) is that knowledge integration is dependent on knowledge sharing and knowledge transfer. Knowledge integration is the capacity to transform an organization’s knowledge resources (tacit, explicit, individual, organizational, internal, external) into actionable knowledge by taking into accounts the organization’s strengths, weaknesses and opportunities as well as threats to the organization. Knowledge sharing and knowledge transfer are transformation enablers.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Stage 1, KTA Stage 2, KTA Stage 3

• When it comes to knowledge application, health professions, policy-makers and managers of public health organizations tend to rely on the use of complementary types of knowledge in a context where explicit research knowledge does not usually dominate.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Step 3.C, KTA Step 6.C, KTA Step 7.C

• One of the factors that is associated with productive knowledge management (knowledge translation) is that knowledge replication is related to knowledge protection. Knowledge replication is the capacity to identify the attributes of the knowledge that are replicable, how these attributes can be recreated, and the characteristics of the contexts in which they can be replicated successfully. Let’s use the example of replicating practice templates or guidelines. Often, in each new organizational context there are differences between the attributes of the knowledge and the context of the action and decisions described in the templates and guidelines. The knowledge that is shared rarely covers every possible local need. The many idiosyncratic features of the local context make precise replication of templates and guidelines difficult. Knowledge replication should be guided by the attributes of the local context.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Tip 1.1, KTA Tip 2.1, KTA Tip 3.1, KTA Tip 1.3, KTA Tip 2.3, KTA Tip 3.3, KTA Tip 1.5, Step 3.2

• When it comes to knowledge application, technical experts are inclined to depend almost exclusively on explicit knowledge. For example, evidence-based medicine is dominated by an intensive use of explicit knowledge.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Step 3.C, KTA Step 6.C, KTA Step 7.C

• One of the factors that is associated with productive knowledge management (knowledge translation) is that knowledge creation is partly associated with knowledge destruction. Knowledge destruction is the ability to eliminate pieces of knowledge or disentangle the interconnectedness of pieces of knowledge. Two examples of knowledge that are frequently targeted for destruction include professional behavior based on experience and organizational routines.Knowledge destruction frequently paves the way for knowledge creation and innovation.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Stage 1, KTA Stage 2, KTA Stage 3

• One of the factors that is associated with productive knowledge management (knowledge translation) is the presence of internal knowledge mapping and external knowledge acquisition capabilities, which complement each other. Internal knowledge mapping enables an organization to become aware of, and understand what it knows. Knowledge mapping helps an organization to identify knowledge gaps, which may be resolved by internal knowledge creation and/or external knowledge retrieval. External knowledge acquisition enables an organization to identify new sources of knowledge. Skills that are critical to effective knowledge mapping and knowledge acquisition include locating, accessing, valuing and filtering pertinent knowledge; extracting, collecting, distilling, refining, interpreting, packaging and transforming the captured knowledge into usable knowledge; and transferring the usable knowledge within the organization for subsequent use in decision-making or problem solving.
  Literature review and conceptual framework development.
  Occurrence of finding within the model: KTA Tip 1.1, KTA Tip 2.1, KTA Tip 3.1, KTA Tip 1.3, KTA Tip 2.3, KTA Tip 3.3, KTA Tip 1.5, Step 3.2

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