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

Learning Organization ◽

Knowledge Economy ◽

Business Performance ◽

Learning Organizations ◽

Theoretical Concepts ◽

E Learning ◽

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 Roles of Knowledge Management and Organizational Innovation in Global Business

Civil and Environmental Engineering ◽

10.4018/978-1-4666-9619-8.ch052 ◽

2016 ◽

pp. 1156-1180

Author(s):

Kijpokin Kasemsap

Keyword(s):

Knowledge Management ◽

Business Performance ◽

Organizational Innovation ◽

Information Age ◽

Strategic Plan ◽

Global Business ◽

This chapter explains the roles of Knowledge Management (KM) and organizational innovation in global business, thus describing the theoretical and practical concepts of KM and organizational innovation; the significance of KM in global business; and the significance of organizational innovation in global business. The accomplishment of KM and organizational innovation is vital for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and attain regular success in global business. Thus, it is necessary for modern organizations to investigate their KM and organizational innovation applications, create a strategic plan to constantly explore their functional advancements, and immediately respond to KM and organizational innovation needs of customers. Applying KM and organizational innovation will significantly enhance organizational performance and achieve strategic goals in the information age.

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

International Journal of Research and Review ◽

10.52403/ijrr.20210723 ◽

2021 ◽

Vol 8 (7) ◽

pp. 169-175

Author(s):

Aghnia Pangeran Siregar ◽

Nazaruddin . ◽

Rulianda Purnomo Wibowo

Keyword(s):

Knowledge Management ◽

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.

Advanced Methodologies and Technologies in Business Operations and Management - Advances in Logistics, Operations, and Management Science ◽

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

10.4018/978-1-5225-7362-3.ch066 ◽

2019 ◽

pp. 879-891

Author(s):

Kijpokin Kasemsap

Keyword(s):

Human Capital ◽

Knowledge Management ◽

Resource Management ◽

Organizational Learning ◽

Human Resource Management ◽

Human Resource ◽

Strategic Human Resource Management ◽

Current Trends ◽

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.

Advances in Marketing, Customer Relationship Management, and E-Services - Product Innovation through Knowledge Management and Social Media Strategies ◽

Creating Product Innovation Strategies through Knowledge Management in Global Business

10.4018/978-1-4666-9607-5.ch015 ◽

2016 ◽

pp. 330-357 ◽

Cited By ~ 18

Author(s):

Kijpokin Kasemsap

Keyword(s):

Knowledge Management ◽

Product Innovation ◽

Business Performance ◽

Strategic Plan ◽

Innovation Strategy ◽

Global Business ◽

Strategic Goals ◽

Innovation Strategies ◽

The Creation

This chapter aims to create product innovation strategies through knowledge management (KM) in global business, thus explaining the theoretical and practical concepts of product innovation strategy and KM; the significance of product innovation strategies and KM in global business; and the creation of product innovation strategies through KM in global business. The capability of product innovation strategies and KM is significant for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and attain regular success in global business. Modern organizations should establish a strategic plan to create product innovation strategies through KM. The chapter argues that creating product innovation strategies through KM has the potential to improve organizational performance and achieve strategic goals in global business.

The Roles of Information Technology and Knowledge Management in Project Management Metrics

Project Management ◽

10.4018/978-1-5225-0196-1.ch011 ◽

2016 ◽

pp. 229-259

Author(s):

Kijpokin Kasemsap

Keyword(s):

Information Technology ◽

Information System ◽

Knowledge Management ◽

Project Management ◽

Business Performance ◽

Global Business ◽

It Capability ◽

The Social ◽

This chapter reveals the roles of Information Technology (IT) and Knowledge Management (KM) in Project Management (PM) metrics, thus explaining the theoretical and practical concepts of IT, IT capability, Information System (IS) effectiveness, KM, and PM; the measures of IT, KM, and PM metrics; and the significance of IT and KM in PM metrics. The fulfillment of IT and KM is essential for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve constant success in global business. Therefore, it is crucial for modern organizations to explore their IT and KM applications, establish a strategic plan to routinely inspect their functional advancements, and promptly respond to the IT and KM needs of customers. The chapter argues that applying IT and KM in PM metrics has the potential to enhance organizational performance and achieve strategic goals in the social media age.

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

International Journal of Knowledge Management and Practices ◽

10.21863/ijkmp/2015.3.1.003 ◽

2015 ◽

Vol 3 (1) ◽

Cited By ~ 1

Author(s):

Shaunak Roy

Keyword(s):

Knowledge Management ◽

Organizational Learning ◽

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.

Advocating Entrepreneurship Education and Knowledge Management in Global Business

Entrepreneurship ◽

10.4018/978-1-5225-1923-2.ch056 ◽

2017 ◽

pp. 1293-1321

Author(s):

Kijpokin Kasemsap

Keyword(s):

Knowledge Management ◽

Business Performance ◽

Empirical Studies ◽

Entrepreneurship Education ◽

Digital Age ◽

Sharing Economy ◽

Network Economy ◽

Global Business ◽

This chapter reveals the perspectives of advocating entrepreneurship education and knowledge management (KM) in global business, thus describing the theoretical and practical concepts of network economy, sharing economy, entrepreneurship education, and KM; the empirical studies of entrepreneurship education and KM in the network economy and the sharing economy; the significance of entrepreneurship education in global business; and the significance of KM in global business. The achievement of entrepreneurship education and KM is crucial for modern organizations that seek to serve suppliers and customers, improve business performance, facilitate competitiveness, and obtain routine success. Thus, it is essential for modern organizations to explore their entrepreneurship education and KM applications, develop a strategic plan to investigate their advancements, and respond to entrepreneurship education and KM needs of customers. Applying entrepreneurship education and KM has the potential to enhance organizational performance and achieve strategic goals in the digital age.

Advances in IT Personnel and Project Management - Handbook of Research on Effective Project Management through the Integration of Knowledge and Innovation ◽

The Roles of Information Technology and Knowledge Management in Project Management Metrics

10.4018/978-1-4666-7536-0.ch018 ◽

2015 ◽

pp. 332-361 ◽

Cited By ~ 26

Author(s):

Kijpokin Kasemsap

Keyword(s):

Information Technology ◽

Information System ◽

Knowledge Management ◽

Project Management ◽

Business Performance ◽

Global Business ◽

It Capability ◽

The Social ◽

This chapter reveals the roles of Information Technology (IT) and Knowledge Management (KM) in Project Management (PM) metrics, thus explaining the theoretical and practical concepts of IT, IT capability, Information System (IS) effectiveness, KM, and PM; the measures of IT, KM, and PM metrics; and the significance of IT and KM in PM metrics. The fulfillment of IT and KM is essential for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve constant success in global business. Therefore, it is crucial for modern organizations to explore their IT and KM applications, establish a strategic plan to routinely inspect their functional advancements, and promptly respond to the IT and KM needs of customers. The chapter argues that applying IT and KM in PM metrics has the potential to enhance organizational performance and achieve strategic goals in the social media age.

Handbook of Research on Business Ethics and Corporate Responsibilities - Advances in Business Strategy and Competitive Advantage ◽

Ethical Healthiness

10.4018/978-1-4666-7476-9.ch017 ◽

2015 ◽

pp. 356-372 ◽

Cited By ~ 1

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.