Case study on four patterns of knowledge conversion: behavioural competency and social learning theory perspectives

Knowledge creation has been attracting academic attention for over 15 years, but existing theories are insufficient for explaining the output of knowledge conversion and seldom explore behavioural development of the employees after knowledge conversion. This study uses social learning theory to explore the social practice in the organization, so as to achieve knowledge conversion and the creation of behavioural competency. Cases from four different industries were chosen to analyse activities of different professional groups in the process of training new entrants. Research results show that interactions and practices in a combination of multiple situations were needed to generate the required behavioural competency of their employees. Furthermore, the Social Learning‐Based Knowledge Conversion Model (SL‐KCM) explains more clearly the relations between knowledge conversion and behavioural development. SL‐KCM complements existing theoretical explanations of knowledge conversion outcome and is applicable to developing training models with enhanced behavioural effects.