Ethical Healthiness

2015 ◽  
pp. 215-230
Author(s):  
Alexis Jacobo Bañón-Gomis
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Learning Process ◽  
Learning Organizations ◽  
Necessary Condition ◽  
Ethical Learning ◽  
Organization Context ◽  
Learning Competence

This chapter proposes that learning improvements in organizations are not just a matter of techniques or aptitudes but are concerned with feelings, attitudes, and, above all, the moral habits of their members. This work suggests complementing currently established conceptions of knowledge management and organizational learning through the explicit inclusion of ethics and ethical learning in organizations. The study describes the explicit need to consider ethics and ethical learning competence among agents in a learning organization context. It then points out the differences between ethically healthy organizations and ethically unhealthy organizations. Finally, the authors argue that the ethical healthiness of an organization is an essential, structural, and necessary condition to achieve a comprehensive learning process in learning organizations on both a technical and human level.

Ethical Healthiness

2015 ◽  
pp. 356-372 ◽  
Author(s):  
Alexis Jacobo Bañón-Gomis
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Learning Process ◽  
Learning Organizations ◽  
Necessary Condition ◽  
Ethical Learning ◽  
Organization Context ◽  
Learning Competence

This chapter proposes that learning improvements in organizations are not just a matter of techniques or aptitudes but are concerned with feelings, attitudes, and, above all, the moral habits of their members. This work suggests complementing currently established conceptions of knowledge management and organizational learning through the explicit inclusion of ethics and ethical learning in organizations. The study describes the explicit need to consider ethics and ethical learning competence among agents in a learning organization context. It then points out the differences between ethically healthy organizations and ethically unhealthy organizations. Finally, the authors argue that the ethical healthiness of an organization is an essential, structural, and necessary condition to achieve a comprehensive learning process in learning organizations on both a technical and human level.

Ethics and Learning Organizations in the New Economy

2012 ◽  
pp. 66-78
Author(s):  
Alexis Bañón ◽  
Manuel Guillén ◽  
Ignacio Gil
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Human Resource ◽  
Learning Organizations ◽  
Authentic Learning ◽  
New Economy ◽  
Knowledge Development ◽  
Ethical Learning

In order to achieve this, CEOs and Human Resource (HR) policies should potentially contribute to knowledge development by creating authentic learning organizations. The authors propose in this study that learning improvements in organizations are not just a matter of techniques or aptitudes, but also a matter of feelings, attitudes, and, above all, of the moral habits of their members. The authors strongly suggest complementing currently established conceptions of knowledge management and organizational learning through an explicit inclusion of ethics and ethical learning in organizations.

A Support for Organizational Learning Needs

2014 ◽  
Vol 4 (4) ◽  
pp. 1-20 ◽  
Author(s):  
Adeline Leblanc ◽  
Marie-Hélène Abel
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Web 2.0 ◽  
Learning Organization ◽  
Learning Process ◽  
Knowledge Engineering ◽  
Social Engineering ◽  
Organizational Memory ◽  
Web 2.0 Technologies ◽  
Web Platform

Knowledge and competences capital of an organization are increasingly crucial. The organization survival depends mainly on its capacity to access new knowledge, to diffuse its competences quickly and to exploit and preserve its expertise fields efficiently and durably. Thus today, organizations are aware of the necessity to become learning organizations and to maximize organizational learning. Organizational learning process is composed by three sub-processes: a learning process, a knowledge management process and a social process. A web platform based on learning organization memory can answer to needs of all these sub-processes. This paper's aim, within the approach MEMORAe, is to model and design an organizational learning support. To that end, in order to take into account all the identified needs, it proposes to associate: educational engineering (e-learning), knowledge engineering (knowledge management and semantic web) and social engineering (web 2.0 technologies). This support is a web platform using ontologies, semantic annotations and Web 2.0 technologies in order to organize, share, and capitalize organizational competences, knowledge and resources. This article specifies concepts of learning organization, organizational learning and it underlines the existence of the three different sub-processes in this learning form: learning, knowledge management and social. It presents all these sub-processes and their needs. Then it presents its approach in describing learning organizational memory modelling and how it takes into account learning, knowledge management and social sub-processes. Finally, it describes the platform E-MEMORAe2.0 as tool to support organizational learning.

Practical aspects of knowledge management in learning organization

10.12737/2402 ◽  
2013 ◽  
Vol 2 (6) ◽  
pp. 29-32
Author(s):  
Коробкина ◽  
M. Korobkina
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Tacit Knowledge ◽  
Learning Organization ◽  
Learning Organizations ◽  
Practical Aspect ◽  
Mental Activity ◽  
Practical Advice ◽  
Foreign Experience ◽  
Management Function

The article deals with urgent problems of knowledge management in learning organizations; discusses the practical aspect of the company, based on knowledge; investigates the problems and prospects of learning organizations. The article aims to identify the mechanisms of corporate knowledge management in the learning organization. The author considers knowledge as a result of mental activity, there is a «people´s minds». Considered formalized and tacit knowledge, as true learning organization. Additionally, the article provides practical advice for learning organizations, developing the knowledge management function. The function of knowledge management is seen as an essential component of organizational learning. In conclusion, disclosed the problems and prospects of learning organizations, as well as considering the prospect of becoming a learning organization. The article is based on an analysis of the Russian and foreign experience.

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.

Ethics and Learning Organizations in the New Economy

2012 ◽  
pp. 1106-1118
Author(s):  
Alexis Bañón ◽  
Manuel Guillén ◽  
Ignacio Gil
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Human Resource ◽  
Learning Organizations ◽  
Authentic Learning ◽  
New Economy ◽  
Knowledge Development ◽  
Ethical Learning

In order to achieve this, CEOs and Human Resource (HR) policies should potentially contribute to knowledge development by creating authentic learning organizations. The authors propose in this study that learning improvements in organizations are not just a matter of techniques or aptitudes, but also a matter of feelings, attitudes, and, above all, of the moral habits of their members. The authors strongly suggest complementing currently established conceptions of knowledge management and organizational learning through an explicit inclusion of ethics and ethical learning in organizations.

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.

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.

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.

Learning Organizations

2020 ◽  
pp. 276-290
Author(s):  
Osman Bayraktar
Keyword(s):  
Organizational Learning ◽  
Learning Organization ◽  
Learning Organizations ◽  
Organization Structure ◽  
Individual Learning ◽  
Learning Capacity ◽  
Knowledge Types

The most important factor that protects organizations from solidifying is knowledge. In an organization, knowledge is produced by people and these people learn. However, learning alone is not sufficient for the success of the organization. For a lasting and sustainable process, organizational learning is required. The basic condition for the realization of organizational learning is the existence of an atmosphere that encourages individuals to learn. In the organizations that provide the necessary atmosphere for learning, both the individual's learning capacity increases, and learning as a team takes place in the organization. In this study, first, knowledge, knowledge types, individual learning, organizational learning, levels of learning, and learning organization concepts are covered. Second, different models for realizing the learning organization structure are narrated. Last, some examples from learning organization practices are mentioned.

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