scholarly journals Inter-organizational design fit in inter-organizational knowledge management

Sociologija ◽  
2014 ◽  
Vol 56 (3) ◽  
pp. 343-363 ◽  
Author(s):  
Ana Aleksic-Miric
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organization Theory ◽  
Industrial Development ◽  
Poverty Reduction ◽  
Organizational Design ◽  
Organizational Knowledge ◽  
Learning By Doing ◽  
Learning Mechanisms ◽  
Strategic Objectives

The purpose of this paper is to analyze existing knowledge on how organizations learn using multilevel comparison perspective of intra- and inter-organizational learning and to offer deeper understanding of the role that organizational design properties have in inter-organizational learning. Using Argote and Ophir (2005) findings on similarity vs complementarity fit developed for intra-organizational learning as an anchor, we analyze the role similarity vs complementarity fit of organizational configuration and coordination properties in inter-organizational settings. Our intention is to explicitly express the role of interorganizational design fit in inter-organizational knowledge management. Framework developed here systematizes and explains how strategic objectives of network creation (exploration or exploitation) should be aligned with learning mechanisms (learning by doing or learning by listening/observing) and organizational design properties. From the point of organization theory, this paper advances knowledge about the influence organizational design as intra-organizational property has on knowledge transfer between organizations and inter-organizational learning. Our framework helps managers understand how inter-organizational design fit can influence inter-organizational learning within the network. With regard to policy making, knowledge networks are becoming increasingly important as a mechanism of industrial development support, economic growth, increase of employment and poverty reduction and this paper points to mechanisms of inter-organizational design that can be used in managing these networks.

The Organizational Trap-Gap Framework: A conceptual view of library dysfunction

IFLA Journal ◽  
2019 ◽  
Vol 46 (1) ◽  
pp. 72-87
Author(s):  
Spencer Acadia
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Behavior ◽  
Conceptual Framework ◽  
Organizational Development ◽  
Organizational Communication ◽  
Organizational Knowledge ◽  
Cultural Environment ◽  
Top Down ◽  
Culture Of Learning

This article offers a conceptual framework of library dysfunction by defining it in terms of ‘trap-gaps’ that happen when libraries become stuck relying on their outdated, legacy habits that, in turn, lead to discontinuities in new organizational knowledge, competency, and strategy. According to the Organizational Trap-Gap Framework, library leaders may address trap-gaps by blending theories and methods from knowledge management, organizational learning, organizational behavior, and organizational development; supporting a new culture of learning that relies on the socially interactive and performative elements of play, questioning, and imagination; and applying new, reformed processes of knowing, competence, and strategizing. The article concludes with a hypothetical consideration of the trap-gap framework using lack of organizational communication as an example along with further reflection on pertinent issues related to library leaders’ utility of the framework such as top-down dynamics, ethics, and cultural environment.

scholarly journals APRENDIZAGEM NA INDÚSTRIA DE SOFTWARE: A INVESTIGAÇÃO DE UM HACKATHON INTERNO

2018 ◽  
Vol 15 (Especial 2) ◽  
pp. 135-139
Author(s):  
Gisele Caroline Urbano Lourenço ◽  
Rafaela de Campos Benatti Gonçalves ◽  
Gustavo Miguel de Oliveira ◽  
Nelson Tenório
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Software Development ◽  
Knowledge Creation ◽  
Software Industry ◽  
Organizational Knowledge ◽  
Development Organization ◽  
Management Processes ◽  
The Individual ◽  
Knowledge Management Processes

Hackathon is a sort of event which fosters the creativity and the innovation. In this way, many software industry organizations have organized their hackathons mainly addressed to improve the individual and organizational knowledge. Thus, this paper aims to investigate the individual's learning after hackathon participation. For that, we conducted a questionnaire with the participants of an internal hackathon carried out by a software development organization. Furthermore, we analyzed a retrospective meeting in which the participants gave their opinion and suggestion regarding the event. Our results point out that hackathons are considered local for knowledge creation which stimulates individual and organizational learning, driving the own learning. Finally, the hackathon creates organizational knowledge which requires Knowledge Management processes, practices, and tools to support that knowledge

Comparative Assessment of Poverty Indicators in the European Part of the CIS and the European Union as a Social Criterion of Economic Security

2020 ◽  
Vol 26 (9) ◽  
pp. 924-939
Author(s):  
V. A. Tsvetkov ◽  
K. Kh. Zoidov ◽  
K. S. Yankauskas ◽  
Sh. Kobil
Keyword(s):  
European Union ◽  
Comparative Analysis ◽  
Poverty Reduction ◽  
Economic Security ◽  
Actual State ◽  
The European Union ◽  
Poverty Dynamics ◽  
Subsistence Level ◽  
Strategic Objectives ◽  
Poverty Indicators

The presented study comparatively analyzes indicators of the level of poverty and social inequality in Belarus, Ukraine, Moldova, and the European Union (EU) as a criterion of national economic security.Aim. The study aims to examine existing approaches to determining the level of poverty and its dynamics and to consider suggestions for improving this methodology.Tasks. The authors examine and comparatively analyze approaches and methods for determining the level of poverty and its dynamics in the European Union and the CIS countries that are not members of the Eurasian Economic Union (EAEU).Methods. This study uses the methods of systems analysis, evolutionary-institutional theory, and historical approach.Results. Determining the level of poverty based on the number of citizens with incomes below the subsistence level can lead to misrepresentation of the actual state of this phenomenon. Calculation of poverty indicators based on consumer spending provides more accurate data on the level of poverty in a country where a significant share of the population’s income is generated by remittances from individuals living abroad, which are not reflected in official income statistics. A comparative analysis of poverty dynamics shows that in 2013 the level of poverty in all four examined countries decreased compared to 2006. Poverty dynamics in Russia and Belarus is more synchronized than in Ukraine and Moldova. A common methodology for calculating the level of poverty in all EU countries makes it possible to conduct a more thorough comparative analysis of poverty dynamics and to formulate more accurate recommendations in the field of anti-poverty policies. Based on the identified poverty dynamics in the EU and Russia, it is highly possible that strategic objectives on poverty reduction in the European Union and Russia will not be completed.Conclusions. To exclude the possibility of interested authorities influencing the dynamics of the poverty indicator by changing its threshold values depending on the current economic or political situation, it is necessary to switch to comprehensive assessment of this indicator in Russia. For comparative cross-country data analysis, it is advisable to consider the possibility of creating a Eurasian Statistics Service within the EAEU that would collect statistics and standardize statistical methods among the EAEU member states.

scholarly journals Sustainable Innovation in Small Medium Enterprises: The Impact of Knowledge Management on Organizational Innovation through a Mediation Analysis by Using SEM Approach

2020 ◽  
Vol 12 (6) ◽  
pp. 2407 ◽  
Author(s):  
Jaffar Abbas ◽  
Qingyu Zhang ◽  
Iftikhar Hussain ◽  
Sabahat Akram ◽  
Aneeqa Afaq ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Structural Equation ◽  
Organizational Innovation ◽  
Garment Industry ◽  
Equation Modeling ◽  
Sustainable Innovation ◽  
Study Results ◽  
The Impact ◽  
The Relationship

This current study is among the very few investigations, which seeks the relationship between knowledge management and sustainable organizational innovation in garment business firms. This investigation focused on examining how organizational learning mediates the relationship between knowledge management and sustainable organizational innovation. This research establishes that knowledge management and organizational innovation procedures are integral parts of the progress and survival of the organizations. The received data of this population reports on the garment firms, operating their businesses in Lahore and Gujranwala. The study applied a stratified random sampling method for data collection and employed structural equation modeling (SEM) to examine the hypothesized relationships. The results specify that knowledge management shows a significant positive association with organizational learning, which in turn reveals a positive linkage to sustainable organizational innovation in SMEs of the garment industry. The study results also specify that organizational learning mediates the relationship between knowledge management and sustainable organizational innovation. This research survey identifies the significance of knowledge management and organizational learning in executing the process of organizational innovation, and it helps business managers to understand organizational learning as a mediator, which in turn indicates the benefits of knowledge management in achieving sustainable organizational innovation. This review provides an empirical indication of original data to investigate the linkage between knowledge management, sustainable innovation process, and organizational learning culture in the Pakistani garment sector. The generalizability of the study fallouts is restricted to the garment industry, and it offers valuable insights for imminent researchers.

Organizational learning, knowledge management practices and firm’s performance

2015 ◽  
Vol 22 (1) ◽  
pp. 14-39 ◽  
Author(s):  
Ajay K. Jain ◽  
Ana Moreno
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Performance Management ◽  
Management Practices ◽  
Achievement Orientation ◽  
Content Type ◽  
Power Generation Equipment ◽  
Engineering Organization ◽  
Reward And Recognition ◽  
The Impact

Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.

scholarly journals Why don’t (or do) organizations learn from projects?

2010 ◽  
Vol 41 (3) ◽  
pp. 325-344 ◽  
Author(s):  
Jacky Swan ◽  
Harry Scarbrough ◽  
Sue Newell
Keyword(s):  
Organizational Learning ◽  
Empirical Study ◽  
Organizational Context ◽  
Learning Transfer ◽  
Project Based Learning ◽  
Learning Mechanisms ◽  
Organizational Contexts ◽  
Different Types ◽  
Management Capabilities ◽  
Innovation And Change

Many different types of organizations use projects to accomplish specific tasks, especially tasks that involve innovation and change. However, there are often problems associated with both learning within projects and learning transfer from projects to the wider organization. Previous research suggests that these problems vary according to the organizational context, in particular the extent to which the organization is centred on the delivery of projects. Also, the link between project-based learning and organizational learning may be far from seamless, and may require the deployment of a range of learning mechanisms to be effective. In this article we explore and explain these problems through an empirical study which examined project-based learning across different organizational contexts. This study highlights the limitations of learning mechanisms based on reflection and codification. It suggests that firms generally only learn from projects, if at all, via the accumulation of experience amongst groups and individuals. The study suggests, however, that the accumulation of experience is most pronounced in organizational contexts which are project centred and where project management capabilities are well developed. In contrast, in organizations where projects are more varied and occasional, the struggle to exploit the highly heterogeneous forms of learning created within projects is greater.

MANAGING ORGANIZATIONAL KNOWLEDGE WHILE DOWNSIZING ORGANIZATIONS∗

2009 ◽  
Vol 15 (2) ◽  
pp. 257-265
Author(s):  
Mirjana Petkovicć ◽  
Ana Aleksić Mirić
Keyword(s):  
Organizational Design ◽  
Well Being ◽  
Organizational Knowledge ◽  
Potential Influence ◽  
Organizational Downsizing ◽  
Managerial Activity

In this paper we investigate potential influence of organizational downsizing on organizational knowledge and learning. We discuss organizational downsizing in order to show that in large it is an issue of organizational design, and as such, managerial activity that must be coordinated with another - managing organizational knowledge. From this standpoint, we theorize that if these two managerial activities are not coordinated, organizational downsizing can lead to uncontrolled knowledge leakages, which can show to have unforeseen effects on organizational well-being in long term.

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