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

Charles Gagné et al
intermediary during <strong>the</strong> knowledge transfer and application phase, and diversity <strong>of</strong> viewpoints. This
case study suggests that <strong>the</strong> application <strong>of</strong> <strong>the</strong>se criteria contributed to <strong>the</strong> smooth operation <strong>of</strong> <strong>the</strong>
committee while also ensuring inter-participant exchanges based on a relationship <strong>of</strong> trust (Evans &
Wensley, 2009). The fact <strong>of</strong> seeking an <strong>of</strong>ficial organizational commitment from <strong>the</strong> SHs ensured <strong>the</strong>ir
genuine, concrete involvement. This gave us <strong>the</strong> assurance that <strong>the</strong> individuals representing <strong>the</strong>ir
organizations had a firm mandate and <strong>the</strong> decision-making leeway needed to sit on <strong>the</strong> committee.
The role and importance <strong>of</strong> this type <strong>of</strong> networking proved its worth (Robeson, 2009; Kramer & Wells,
2005). While beneficial for <strong>the</strong> stakeholders, <strong>the</strong> ongoing exchanges were essential for <strong>the</strong> research
team, mainly due to <strong>the</strong> fact that <strong>the</strong> team lacked a detailed knowledge <strong>of</strong> <strong>the</strong> activity sector
concerned. These exchanges helped <strong>the</strong>m better understand <strong>the</strong> realities and issues faced in <strong>the</strong>
sector. Solid, frequent and ongoing interactions based on mutual trust were thus created among all
<strong>the</strong> actors concerned. The SHs already showed <strong>the</strong>ir support for <strong>the</strong> research results by passing <strong>the</strong>m
on to <strong>the</strong>ir members. Also, <strong>the</strong> SHs helped convince <strong>the</strong> mining companies to participate in this
research project through <strong>the</strong>ir own support for <strong>the</strong> project.
In addition, <strong>the</strong> SHs’ involvement throughout <strong>the</strong> project made it possible to document <strong>the</strong> different
mechanisms and tools (Roy et al, 2003) that will be useable in <strong>the</strong> subsequent phases to effect KT.
The challenge is not <strong>the</strong>refore to disseminate knowledge or develop new KT mechanisms that fail to
take <strong>the</strong> different organizational contexts into account (Cruywagen, Swart & Gevers, 2008). All <strong>the</strong>
actors are convinced <strong>of</strong> <strong>the</strong> importance <strong>of</strong> <strong>the</strong> role <strong>of</strong> KM in <strong>the</strong> training <strong>of</strong> new workers; <strong>the</strong> challenge
lies ra<strong>the</strong>r in <strong>the</strong> application <strong>of</strong> <strong>the</strong> knowledge generated. What this means is that we must draw on
<strong>the</strong> SH network’s expertise while at <strong>the</strong> same time providing <strong>the</strong>m with information throughout <strong>the</strong>
study so that <strong>the</strong>y are better able to collaborate in <strong>the</strong> adaptation, dissemination and possible
application <strong>of</strong> <strong>the</strong> results. The fact that we have identified <strong>the</strong> tools/mechanisms developed and used
by <strong>the</strong> different SHs <strong>the</strong>refore <strong>of</strong>fers a real potential for facilitating application <strong>of</strong> <strong>the</strong> knowledge
generated by <strong>the</strong> research project. In o<strong>the</strong>r words, ra<strong>the</strong>r than <strong>the</strong> research team developing new KT
mechanisms (such as a good practices guide for <strong>the</strong> industry) to foster <strong>the</strong> SHs’ appropriation <strong>of</strong>
evidence-based knowledge, we are planning on using <strong>the</strong> mechanisms <strong>the</strong>y have already produced,
recognized and used in <strong>the</strong>ir sector. We hypo<strong>the</strong>size that this strategy will, in <strong>the</strong> medium and long
term, enhance <strong>the</strong> new worker integration strategies that already exist in <strong>the</strong> mining companies. Not
only does this strategy avoid a “knowledge push” approach, but it enables us to act at different levels
in <strong>the</strong> activity sector as a whole and in <strong>the</strong> companies <strong>the</strong>mselves. This strategy is again based on <strong>the</strong>
observation that simply disseminating research results is insufficient to change practices in <strong>the</strong>
workplace (Jacobson, 2003) and to have a real impact on workers’ health and safety.
While for now it remains difficult to identify impact indicators (Duryea et al, 2007) that can be used to
evaluate <strong>the</strong> degree <strong>of</strong> results penetration in <strong>the</strong> workplaces, a number <strong>of</strong> factors suggest that <strong>the</strong>
strategic KT approach established will enable <strong>the</strong> users to appropriate <strong>the</strong> results. The ongoing
involvement <strong>of</strong> <strong>the</strong> SHs in <strong>the</strong> committee, despite <strong>the</strong> major travel costs that have had to be assumed
by <strong>the</strong> participating organizations, attests to <strong>the</strong>ir real interest in participating in <strong>the</strong> research project.
In addition, <strong>the</strong> invitations received by <strong>the</strong> research team to disseminate knowledge through <strong>the</strong>
organizations’ communication tools (e.g. newsletter, website, symposia, and press conferences)
fur<strong>the</strong>r attest to <strong>the</strong> SHs’ recognition <strong>of</strong> <strong>the</strong> importance <strong>of</strong> <strong>the</strong> knowledge acquired, and to <strong>the</strong>ir interest
in being associated with it. Moreover, <strong>the</strong> SHs have already invited us to improve certain KT tools,
including training programs (occupational, trade union or sector-based) and to participate in <strong>the</strong>
review <strong>of</strong> an occupational standard.
6. Conclusion
Recognizing that KT cannot be limited to <strong>the</strong> simple dissemination <strong>of</strong> results after a research project
has been completed, it is essential that stakeholders be continuously involved in all phases <strong>of</strong> <strong>the</strong>
project. For <strong>the</strong> IRSST, research becomes most relevant when workplaces appropriate results. In this
case study, it was found that several conditions were essential to ensuring results appropriation: a
framework <strong>of</strong> practice for Knowledge Management that <strong>of</strong>fered a certain leeway in terms <strong>of</strong> its use,
<strong>the</strong> presence <strong>of</strong> a Knowledge Transfer Advisor on <strong>the</strong> research team, and pre-project work to ensure
that <strong>the</strong> project would meet <strong>the</strong> workplaces’ real needs and secure a firm commitment from <strong>the</strong> SHs.
Finally, <strong>the</strong> involvement <strong>of</strong> a credible “champion” in <strong>the</strong> sector facilitated interactions between <strong>the</strong>
research team and <strong>the</strong> SHs, in turn creating a relationship <strong>of</strong> trust and legitimizing <strong>the</strong> KT action plan.
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