Using mentoring and storytelling to transfer knowledge in the workplace

The core capabilities of an organization include critical skills of employe es, management systems, and norms and values. Core capabilities may be tran sferred formally and explicitly. However, much knowledge, particularly know ledge with rich tacit dimensions, is transferred informally through process es of socialization and internalization. We focus on two transfer mechanism s - mentoring and storytelling - that can leverage the knowledge of an orga nization, particularly its tacit knowledge, to build core capabilities. We draw on relevant research in learning and cognitive psychology to clarify t he conditions under which mentoring and storytelling can be most effective as carriers of knowledge. Finally, we present recommendations for specific managerial practices that follow from our analysis.