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By having novice employees thrown into a fairly demand role of being a trainer, their motivation to attain autonomy, mastery and purpose of key materials will greatly increase. Therefore, despite the fact they are novices in a given field, the need to reach others is a very powerful catalyst for motivating themselves to learn. Studies suggest that when autonomy, mastery and purpose are together combined that the motivation to continually improve and learn more exponentially increases (Ramsey, 2010). This alone is a critical factor to consider in support of the model proposed (Martin, Hrivnak, 608).
When the role of employees as trainers are taken in the context of creating more effective knowledge transfer process, the results from previous studies are clearly in support of this strategy (Dyer, Nobeoka, et.al.). Second, this is a low-cost training solution as there are no incremental costs over and above the salaries to employees. While this is a side-benefit of having a low-cost training solution it is so tangential that is bordering on irrelevant quite frankly. The critical issue is to capture tacit knowledge and promulgate it through an organization. The ability to create "knowledge champions" as Toyota does with the development of tacit knowledge transfer in their Toyota Production System (TPS) is a case in point (Dyer, Nobeoka, et.al.). That is the critical issue at the heart of the model, the need to create knowledge champions that can take tacit knowledge and transform it into part of an organization. With all the factors mentioned in the model, from clear goals and good tools to support from above and committed disciplines, if the passion to excel with teaching isn't there...
Perhaps that is why the researchers (Martin, Hrivnak, et.al.) make a point several times of making novice employees at the center of this model. It forces autonomy, mastery and purpose into the mxi and also sets the stage for creating knowledge champions as well. Yet it is debatable if a novice employee will know what to be passionate about. In the framework of the model, this is a major weakness.
The allegorical references to the novice employee being an evangelist for knowledge sharing are accurate, yet it does take a very high level of confidence for someone new in an organization to jump into this role. The structural aspects of the model are well proven, yet it remains to be seen if someone relatively new to an organization can make the entire process lasting and permanent.
References
Peter F. Drucker. "Knowledge-worker productivity: The biggest challenge. " California Management Review 41.2 (1999): 79-94.
Jeffrey H. Dyer, and Kentaro Nobeoka. "Creating and managing a high-performance knowledge-sharing network: The Toyota case. " Strategic Management Journal: Special Issue: Strategic Networks 21.3 (2000): 345.
Lee, J., and B. Choi. "Determinants of Knowledge Management Assimilation: An Empirical Investigation. " IEEE Transactions on Engineering Management 57.3 (2010): 430.
Martin, H., and M. Hrivnak. "Creating disciples: The transformation of employees into trainers. " Business Horizons 52.6 (2009): 605.
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