Previous studies of knowledge transfer have identified a variety of impediments that derive from the knowledge base and the organizational context. However such explanations do not take account of the central role that individuals play in the knowledge transfer process, specifically in articulating and legitimizing the knowledge base and in shaping and interpreting the organizational context. This article examines the merger process as experienced within six accounting and consulting firms. It finds that professionals resist knowledge transfer when they perceive that the merging firms differ fundamentally in terms of the quality of their external image and the form of their knowledge base. Whilst professionals may attribute their resistance to commercial and objective concerns, their responses are also governed by highly personal and subjective factors. This study identifies this complex combination of factors as the twin fears of exploitation and contamination.
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