Abstract
This paper reports on the results of a larger research project that investigated the factors impacting on inter‐organisational transfer in the New Zealand State Sector. Seven gatekeepers (boundary‐spanning individuals) from different organisations were interviewed about their experiences in facilitating knowledge transfer between a cross‐sector working group and their organisation. The context for the research was the Pathfinder Project, a project based around the development and transfer of an emergent knowledge model for strategic management, Managing for Outcomes (MfO). A range of factors that facilitated knowledge transfer were identified. Among these, translation and interpretation activities were found to be critical to successful knowledge transfer. Gatekeepers reported acting as translator/interpreter, an essential role which demanded specialised skills. The nature of this role is outlined, with reference to a staged model for knowledge transfer that emerged from the research project. The translator/interpreter role required gatekeepers to engage in active and continuous conversion of knowledge to meet the differing needs of a range of recipients. This helped to increase the overall absorptive capacity of participating organisations. Implications of these findings for research and practice are outlined. Copyright © 2007 John Wiley & Sons, Ltd.