Réjean Landry

Dr. Réjean Landry is the holder of a Chair on Knowledge Transfer and Innovation funded by the Canadian Health Services Research Foundation and the Canadian Institute of Health Research. Dr Landry is professor at the Department of Management of the Faculty of Business at Laval University in Quebec City where he teaches on knowledge management and knowledge transfer. He has published extensively on public policies, innovation and knowledge transfer. His research team edits a weekly electronic newsletter: E.Watch on Innovation in Health Services, which is disseminated to 3800 people, including about 400 researchers and 3400 managers and professionals in health services in Canada and abroad. His ongoing research projects concern knowledge transfer and innovation. Réjean Landry has also worked as consultant on knowledge transfer and innovation for various national and international organizations.

Presentation Title: What are the specificities of knowledge transfer in community-based research?

Outline of the paper

• Why does knowledge transfer matter?
• How distinctive is community-based research?
• CBR and KT: a first assessment
• The four modes of knowledge transfer in relation to CBR and community organizations
• The commercialization mode
• The labour movement mode
• The evidence-based professional practice mode
• The evidence-based organizational practice mode
• Conclusion
  

The argument of the paper is the following:

• There are four major modes of KT
• Evidence-based practice is one of these modes, likely not the most productive in the context of CBR
• We have reviewed in turn each of the four modes in attempting to illustrate how (strategies) CBR and community-based organizations could foster KT and social change

The results of the paper show that:

• Mode 1: focus attention on the transfer of knowledge embodied in finished products: not a frequent case in CBR and community organizations
• Mode 2: focus attention on people movement: the unexploited opportunity for CBR and community organizations
• Mode 3 : focus attention on the role of individuals in the knowledge transformation processes: a difficult opportunity to exploit for CBR and community organizations
• Mode 4 : takes into account the complementary aspects of 5 dyadic organizational activities comprised in the knowledge transformation processes: a very difficult opportunity to exploit for CBR and community organizations

Conclusion:

• We know more about knowledge creation than about the other activities and capabilities involved in the various stages of the knowledge transformation processes
• The most innovative organizations already operate on mode 4
• The transition from mode 1 to mode 2, 3 and to mode 4 will require time… and more research.

Back to speakers page