Knowledge Management and Organisational Learning: Objectifying a Synergetic Liaison within the Learning Organisation

2015 ◽  
Vol 3 (1) ◽  
Author(s):  
Shaunak Roy
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Organization ◽  
Global Economy ◽  
Rapid Evolution ◽  
Organisational Learning ◽  
Learning Organisation ◽  
Useful Knowledge ◽  
Effective Organization

The rapid evolution of our intensely connected global economy translates into the imperativeness of developing knowledge capabilities. The pioneers of knowledge management have developed valuable tools and approaches. For centuries, scientists, philosophers, and intelligent laymen have been concerned about creating, acquiring, and communicating knowledge and improving the re-utilization of knowledge. However, it is only in the last decade or so that Knowledge Management (KM) has evolved as a discipline, especially on the maps of strategy consultants and conference organizers. KM is harboured on the premise that, organizations, much like their human figments, are incapable of completely harnessing their retained knowledge. Through KM, organizations seek to acquire or create potentially useful knowledge and to make it available to those who can use it at a time and place that is appropriate for them to achieve maximum effective usage in order to positively influence organizational performance. In this context, it is opined that organizational learning (OL) is complementary to KM. OL is accountable for embedding what has been instilled into the fabric of the organization. In this endeavor, a conceptual model shall be developed which shall seek to unravel the symbiosis between KM and OL through the management of knowledge-related assets, thereby ensuring effective organization of ICT resources as well as workforce dynamics in the learning organization.

scholarly journals The Roles of E-Learning, Organizational Learning, and Knowledge Management in the Learning Organizations

2016 ◽  
pp. 1198-1228
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Organization ◽  
Knowledge Economy ◽  
Business Performance ◽  
Learning Organizations ◽  
Theoretical Concepts ◽  
E Learning ◽  
Strategic Goals

This chapter presents the roles of e-learning, organizational learning, and knowledge management (KM) in the learning organizations, thus describing the practical and theoretical concepts of learning organization, e-learning, organizational learning, and KM; and the significance of e-learning, organizational learning, and KM in the learning organizations. The utilization of e-learning, organizational learning, and KM leads to the improved organizational success in the growing knowledge economy. The appropriateness of e-learning, organizational learning, and KM is influential for the learning organizations to serve practitioners and researchers, increase business performance, sustain competitiveness, and fulfill expected accomplishment in the learning organizations. The chapter argues that promoting e-learning, organizational learning, and KM has the potential to increase organizational performance and achieve strategic goals in the learning organizations.

Inquiring Organizations

2011 ◽  
pp. 411-419
Author(s):  
Dianne Hall ◽  
David Croasdell
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Core Competencies ◽  
Critical Role ◽  
Organizational Forms ◽  
Useful Knowledge ◽  
Business Environments ◽  
Competitive Environments

In order to manage knowledge and operate successfully in today’s information-intensive business environments, various organizational forms have emerged (e.g., Mintzberg, 1979; Nonaka, 1994; Nonaka & Takeuchi, 1995). The form that an organization takes has consequences for communication and dissemination of information, and thereby the ability to engage in organizational learning. Some of these forms compress knowledge at the root level of the organization, while others facilitate the search for useful knowledge within the organization. Other forms are capable of supporting organizational members who must synthesize knowledge from diverse sources. If a firm begins to reconfirm that knowledge management and core competencies are at the heart of organizational performance, the demand on organizations to develop core competencies and to create and manage knowledge intensifies. Even after realizing the critical role of knowledge in the present competitive environments, firms are struggling with managing and creating knowledge.

The Roles of E-Learning, Organizational Learning, and Knowledge Management in the Learning Organizations

2016 ◽  
pp. 786-816 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Organization ◽  
Knowledge Economy ◽  
Business Performance ◽  
Learning Organizations ◽  
Theoretical Concepts ◽  
E Learning ◽  
Strategic Goals

This chapter presents the roles of e-learning, organizational learning, and knowledge management (KM) in the learning organizations, thus describing the practical and theoretical concepts of learning organization, e-learning, organizational learning, and KM; and the significance of e-learning, organizational learning, and KM in the learning organizations. The utilization of e-learning, organizational learning, and KM leads to the improved organizational success in the growing knowledge economy. The appropriateness of e-learning, organizational learning, and KM is influential for the learning organizations to serve practitioners and researchers, increase business performance, sustain competitiveness, and fulfill expected accomplishment in the learning organizations. The chapter argues that promoting e-learning, organizational learning, and KM has the potential to increase organizational performance and achieve strategic goals in the learning organizations.

Inquiring Organizations

2011 ◽  
pp. 179-187
Author(s):  
Dianne Hall ◽  
David Croasdell
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Core Competencies ◽  
Critical Role ◽  
Organizational Forms ◽  
Useful Knowledge ◽  
Business Environments ◽  
Competitive Environments

In order to manage knowledge and operate successfully in today’s information-intensive business environments, various organizational forms have emerged (e.g., Mintzberg, 1979; Nonaka, 1994; Nonaka & Takeuchi, 1995). The form that an organization takes has consequences for communication and dissemination of information, and thereby the ability to engage in organizational learning. Some of these forms compress knowledge at the root level of the organization, while others facilitate the search for useful knowledge within the organization. Other forms are capable of supporting organizational members who must synthesize knowledge from diverse sources. If a firm begins to reconfirm that knowledge management and core competencies are at the heart of organizational performance, the demand on organizations to develop core competencies and to create and manage knowledge intensifies. Even after realizing the critical role of knowledge in the present competitive environments, firms are struggling with managing and creating knowledge.

Inquiring Organizations

2011 ◽  
pp. 244-250
Author(s):  
Dianne Hall ◽  
David Croasdell
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Core Competencies ◽  
Critical Role ◽  
Organizational Forms ◽  
Useful Knowledge ◽  
Business Environments ◽  
Competitive Environments

In order to manage knowledge and operate successfully in today’s information-intensive business environments, various organizational forms have emerged (e.g., Mintzberg, 1979; Nonaka, 1994; Nonaka & Takeuchi, 1995). The form that an organization takes has consequences for communication and dissemination of information, and thereby the ability to engage in organizational learning. Some of these forms compress knowledge at the root level of the organization, while others facilitate the search for useful knowledge within the organization. Other forms are capable of supporting organizational members who must synthesize knowledge from diverse sources. If a firm begins to reconfirm that knowledge management and core competencies are at the heart of organizational performance, the demand on organizations to develop core competencies and to create and manage knowledge intensifies. Even after realizing the critical role of knowledge in the present competitive environments, firms are struggling with managing and creating knowledge.

The Effect of Knowledge Management Implementation on the Organizational Performance through Learning Organization at PT Inalum (Persero)

2021 ◽  
Vol 8 (7) ◽  
pp. 169-175
Author(s):  
Aghnia Pangeran Siregar ◽  
Nazaruddin . ◽  
Rulianda Purnomo Wibowo
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Learning Organization ◽  
Learning Organizations ◽  
Total Sample ◽  
Sem Analysis ◽  
Validity And Reliability ◽  
Management Learning ◽  
Tacit Knowledge Management

PT Indonesia Asahan Aluminium (Persero) or Inalum is a State-Owned Enterprise (BUMN) which is a pioneer company and the only one in Indonesia engaged in the production of Primary Aluminium (ingots, billets and alloys). Currently, Inalum is faced with problems with 42.39% of employees having period of employment less than 5 years in 2018. Conditions of productivity performance also declined from 2014 which was 135.35 tons of aluminium per employee per year to 117.67 tons of aluminium per employee per year in 2018. This becomes basic policy to implement knowledge management and learning organizations within the company. The purpose of this research is to find out and analyze the effect of knowledge management with the focus of tacit knowledge on organizational performance through learning organizations. The independent variable in this study is tacit knowledge management, the dependent variable is organizational performance, and the intervening variable is the learning organization. Data collection using a questionnaire with a total sample of 100 respondents. This research uses SEM analysis method which has previously been tested for validity and reliability. The results of this study indicate that tacit knowledge management has a positive and significant effect on organizational performance, tacit knowledge management has a positive and significant effect on learning organizations, learning organization has a positive and significant effect on organizational performance and tacit knowledge management has a positive and significant effect on organizational performance through learning organizations. Keywords: Knowledge Management, Tacit Knowledge Management, Learning Organization, and Organizational Performance.

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

2011 ◽  
pp. 1579-1594
Author(s):  
Juin-Cherng Lu ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Current Knowledge ◽  
Business Environment ◽  
High Tech ◽  
Management Processes ◽  
Exploratory Investigation ◽  
The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

scholarly journals Mediating Role of Knowledge Management in the Relationship between Organizational Learning and Sustainable Organizational Performance

2020 ◽  
Vol 12 (23) ◽  
pp. 10061
Author(s):  
Mirna Kordab ◽  
Jurgita Raudeliūnienė ◽  
Ieva Meidutė-Kavaliauskienė
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Business Environment ◽  
Mediating Role ◽  
Knowledge Based ◽  
East Region ◽  
The Relationship ◽  
Consulting Companies

Organizations operating in the intensive knowledge-based sector seek efficient management approaches and sustainable development practices to perform efficiently in the dynamic business environment. Knowledge management practice and organizational learning are significant factors in order to achieve sustainable organizational performance in a rapidly changing business environment. Based on the scientific literature analysis, there is still a lack of evidence related to the mediating role of the whole knowledge management cycle, including the five knowledge management processes (knowledge acquisition, creation, storage, sharing, and application) in the relationship between organizational learning and sustainable organizational performance for organizations operating in intensive knowledge-based sectors. This study aimed to examine the impact of the whole knowledge management cycle on the relationship between organizational learning and sustainable organizational performance in intensive knowledge-based sectors, specifically the audit and consulting companies in the Middle East region. Systematic scientific literature analysis, expert evaluation (structured questionnaire), and structural equation modeling (SEM) technique were used to develop and verify the research model. Data was collected through a structured questionnaire distributed among auditing experts working in a knowledge-based sector—audit and consulting companies in the Middle East region. The research results supported the hypotheses stating that organizational learning positively affects knowledge acquisition, storage, sharing, application processes, and sustainable organizational performance. However, the results verified that organizational learning has an insignificant impact on the Middle Eastern audit and consulting companies’ knowledge creation process.

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