Proceedings of the 12th European Conference on Knowledge ...

4.3 The Knowledge translation phase
Charles Gagné et al
The knowledge translation process has <strong>of</strong>ten been associated with <strong>the</strong> KT phase alone. While our
research project is still under way, we are working in close collaboration with <strong>the</strong> SHs to strategically
prepare for <strong>the</strong> KT phase in order to optimize <strong>the</strong> KT activities. We are currently analyzing <strong>the</strong> SHs’
contexts and potential obstacles to results appropriation, and developing strategies for disseminating
our results. A communication strategy had previously been developed to raise awareness among all
<strong>the</strong> actors (both SHs and end-users) <strong>of</strong> <strong>the</strong> importance <strong>of</strong> providing conditions conducive to new
worker integration. The newsletters <strong>of</strong> <strong>the</strong> various organizations and sector-based conferences were
<strong>the</strong> priority information dissemination mechanisms used. Exchanges with <strong>the</strong> SHs revealed that <strong>the</strong>y
had developed <strong>the</strong>ir own KM training programs and strategies. Instead <strong>of</strong> developing new tools, we
decided to integrate <strong>the</strong> knowledge generated by our research into <strong>the</strong> tools/training programs already
developed by <strong>the</strong> SHs.
4.4 The evaluation <strong>of</strong> impacts
The impacts and outcomes <strong>of</strong> research results in workplaces must be analyzed in order to make an
informed judgment about <strong>the</strong>ir usefulness. While this phase is usually carried out after <strong>the</strong> research
project has been completed, in our case study, a number <strong>of</strong> intermediary indicators (mainly <strong>the</strong> SHs’
active involvement, <strong>the</strong> companies’ active participation, and <strong>the</strong>ir generous collaboration in
disseminating <strong>the</strong> knowledge produced) suggest that <strong>the</strong> conditions needed to foster results
appropriation are already in place.
5. Discussion
A number <strong>of</strong> challenges had to be met in order for <strong>the</strong> research-generated knowledge on <strong>the</strong> requisite
conditions for <strong>the</strong> safe and competent integration <strong>of</strong> new workers in <strong>the</strong> mining sector to be applied in
<strong>the</strong> workplace, and to ensure effective KT. To overcome <strong>the</strong>m, a KTA was added to <strong>the</strong> research
team, serving again as a reminder that KT must not be limited to <strong>the</strong> dissemination <strong>of</strong> knowledge only
after <strong>the</strong> research project is completed, but ra<strong>the</strong>r that it must consist <strong>of</strong> a multi-phase process aimed
at continuously involving <strong>the</strong> SHs concerned. In accordance with <strong>the</strong> scientific literature on KT and on
<strong>the</strong> uptake and application <strong>of</strong> knowledge, <strong>the</strong> use <strong>of</strong> a framework <strong>of</strong> practice (Parent & al, 2007;
Straus & al, 2009) like that developed by <strong>the</strong> IRSST proved to be a productive strategy in our case
study. Its application by <strong>the</strong> KTA helped identify and implement, in collaboration with <strong>the</strong> researchers,
<strong>the</strong> conditions likely to facilitate KT before <strong>the</strong> actual research project even began.
Many authors have shown <strong>the</strong> importance <strong>of</strong> building partnerships between end-user representatives
and researchers as early as possible in <strong>the</strong> research process. In order to identify <strong>the</strong> essential
actors/organizations in <strong>the</strong> activity sector involved, some pre-project work was accomplished by <strong>the</strong>
KTA. Not only did this preliminary work identified <strong>the</strong> essential organizations, but it also provided us
with information about <strong>the</strong> relations between <strong>the</strong>se organizations and <strong>the</strong> issues <strong>the</strong>y face. By
adopting a holistic approach to <strong>the</strong> research problem (Pan & Scarbrough, 1999), we were able to
understand <strong>the</strong> organizational context and decode <strong>the</strong> interweaving <strong>of</strong> social and political relations
involved, thus highlighting <strong>the</strong> importance <strong>of</strong> taking <strong>the</strong> organization’s entire structural system into
account. To guarantee successful KT in this research project, we ensured that several SHs would be
present so that <strong>the</strong> interests, points <strong>of</strong> view and different issues experienced in <strong>the</strong> respective
workplaces would be truly represented. The identification <strong>of</strong> <strong>the</strong> relevant SHs in turn made it possible
to pinpoint <strong>the</strong> key actors likely to foster <strong>the</strong> eventual uptake <strong>of</strong> <strong>the</strong> results, and accordingly, <strong>the</strong>ir
appropriation in organizations.
This case study confirms <strong>the</strong> key role played by a recognized KC (knowledge champion) in a given
activity sector. In our project, it turned out that <strong>the</strong> principal person who requested <strong>the</strong> research
implicitly played this role. By endorsing <strong>the</strong> project through his involvement, <strong>the</strong> KC thus guaranteed
<strong>the</strong> research team and project’s credibility. In addition to legitimizing our approaches to <strong>the</strong> SHs, <strong>the</strong>
KC’s involvement facilitated our meetings with <strong>the</strong> top management <strong>of</strong> <strong>the</strong> participating organizations.
In our view, <strong>the</strong> relations with all <strong>the</strong> SHs were greatly enhanced by <strong>the</strong> presence <strong>of</strong> this actor, thanks
to his expertise, knowledge <strong>of</strong> <strong>the</strong> sector, <strong>the</strong> fact that he was recognized by his peers, his neutral
role, and his influence on opinion leaders in <strong>the</strong> sector. The establishment <strong>of</strong> an ongoing dialogue
between <strong>the</strong> KC and <strong>the</strong> KTA provided <strong>the</strong> research team with information and kept <strong>the</strong>m up to date
on <strong>the</strong> latest input from <strong>the</strong> sector. It was also possible to verify certain information throughout <strong>the</strong>
project via this special contact. The follow-up committee was created using <strong>the</strong> following criteria:
respect for worker-manager representation, representativity <strong>of</strong> people who could play <strong>the</strong> role <strong>of</strong>
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