The process of ‘knowledge mobilisation’ is defined as the means through which decision makers within organisations digest, accept, then ‘take on board’ research findings. It is argued in Brown (2011), however, that current models designed to explain knowledge mobilisation activity fail to fully account for the complexities that affect its operation. Within this paper, existing frameworks are explored and critiqued, and an alternative approach is presented. It is argued that this alternative conceptualisation provides a more effective explanation of the knowledge mobilisation process and significantly improves on extant work in this area. The work is also augmented by the provision of a suite of qualitatively based strategies that can be used by researchers to better facilitate the knowledge mobilisation process. It is concluded that further quantitative testing of these strategies is required.
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