A Framework for Building Learning Organizations

2011 ◽  
pp. 246-268
Author(s):  
Sushil K. Sharma ◽  
Jatinder N.D. Gupta
Keyword(s):  
Competitive Advantage ◽  
Learning Organization ◽  
Learning Organizations ◽  
Cost Effective ◽  
Continuous Learning ◽  
Sustainable Competitive Advantage ◽  
Competitive Environments ◽  
The Future ◽  
The Individual ◽  
Suitable Framework

The concept of the learning organization that strives continually to develop its people and processes will be an accepted philosophy of all competitive organizations in the future. Organizations are increasingly being challenged to leverage learning, as it has been widely articulated that knowledge creation and continuous learning at the individual, team, and organizational levels may be the only source of sustainable competitive advantage. Continuous learning is essential for surviving, let alone prospering, in dynamic and competitive environments. Because of this increased emphasis on learning, there has been a tremendous interest in the concept of learning organizations and the capabilities required to build learning organizations. Organizations of the future will not be able to expand into new markets and win market share unless they have a framework (technologies, people, processes, and methodologies) to use their past knowledge to gain a competitive advantage. Organizations of the 21st century have to use the latest information technology and methodologies that can enable them to be cost effective, faster, flexible, and more competitive. Despite the growing interest in learning organizations, there are knowledge gaps in understanding about how to exploit technologies to create a suitable framework for learning organization. Our chapter attempts to suggest a framework for building learning organizations and shows the use of systemic approach to implement our proposed framework to create learning organizations.

scholarly journals Developing and Sustaining a Multilevel Competitive Learning Organization – A Behavioral and Cognitive Approach

2011 ◽  
Vol 17 (61) ◽  
pp. 1
Author(s):  
سعد العنزي ◽  
مصطفى اسماعيل
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Learning Organization ◽  
Social Systems ◽  
Competitive Learning ◽  
Sustainable Competitive Advantage ◽  
Cognitive Approach ◽  
Rapid Changes ◽  
The Individual ◽  
Integrative Network

To maintain a sustained competitive position in the contemporary environment of  knowledge  economy,  organizations  as an open social systems must have an ability to learn and know  how to adapt to rapid changes  in a proper fashion so that organizational objectives will be achieved efficiently and effectively.  A multilevel approach is adopted proposing that organizational learning suffers from the lack of interest about the strategic competitive performance of the organization. This remains implicit almost in all models of organizational learning and there is little focus on how learning organizations achieve sustainable competitive advantage . A dynamic model that captures the strategic nature of organizational learning is the competitive learning organization . This type of organizations approach sustainable competitive learning by reshaping their strategy, structure, and culture for growth to be attained continuously at the individual and groups(micro), integrative network (meso), organization and interorganizational (macro) levels .Learning by itself is not enough to attain a sustainable competitive advantage. Rather, the most important thing is that how best to focus the learning on the most prominent forces resulted from changes and fluctuations in the competitive environment .  

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

scholarly journals articulation between innovation and competences anchored by knowledge management aiming sustainable competitive advantage

2018 ◽  
Vol 12 (2) ◽  
Author(s):  
Jurema Suely de Araújo Nery Ribeiro ◽  
MARCO ANTÔNIO CALIJORNE SOARES ◽  
Paulo Henrique Jurza Abranches ◽  
Fabricio Ziviani
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Critical Reflection ◽  
Organizational Context ◽  
Management Practices ◽  
Sustainable Competitive Advantage ◽  
Theoretical Paper ◽  
Knowledge Management Practices ◽  
Organizational Results ◽  
The Individual

Organizations while seeking to establish higher standards of performance and sustainable competitive advantage have been stimulating a critical reflection about the factors that affect the performance of the individual and of the organizations. Knowledge became one of the main organizational competitive factors and knowledge management could contribute as a enhancer of organizational results. This paper aims to demonstrate the importance os knowledge management practices as a promoter of sustainable competitive advantage, considering its influence in the organizational context. For this, this theoretical paper has realized a brief literature revision in the knowledge management and sustainable competitive advantage fields, presenting concepts and approaches, in order to understand the interaction of these constructs with competence and innovations constructs. The results signalized that the comprehension of the relations between competences and innovation, anchored by knowledge management, is the assurance of the adequate conduction of the mechanisms through the competitive advantage could be sustained. For demonstrating this, it was proposer a systematized model to knowledge management and competitive advantage, structured with competence and innovation constructs. .

Conceptual Theory

2010 ◽  
pp. 1-22 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Base ◽  
Gap Analysis ◽  
Organizational Knowledge ◽  
The Other ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Individual Level ◽  
The Individual

This chapter will provide the reader with two definitions of knowledge, one at the individual level, the other at the organizational level. This will be followed by connecting the knowledge base of the organization to its sustainable competitive advantage by using a multiple-layer framework of organizational knowledge. Then, the chapter will discuss the frameworks of knowledge management vision, mission and goals for the organization. Temporary and functional gap analysis frameworks will follow. The chapter will end with a brief description of three tools developed by the authors.

Learning Organizations

2007 ◽  
pp. 226-243
Author(s):  
Nilmini Wickramasinghe ◽  
Dag Von Lubitz
Keyword(s):  
Competitive Advantage ◽  
Decision Maker ◽  
Learning Organizations ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Comprehensive Coverage

This book provides comprehensive coverage of all areas (people, process, and technology) necessary to become a knowledge-based enterprise. It presents several frameworks facilitating the implementation of a KM initiative and its ongoing management so that pertinent knowledge and information are always available to the decision maker, and so the organization may always enjoy a sustainable competitive advantage

Are Retailers' Perceptions of Their Innovativeness and Technology Similar to Those of Consumers?

2020 ◽  
pp. 310-337
Author(s):  
Maria-Eugenia Ruiz-Molina ◽  
Irene Gil-Saura ◽  
Gloria Berenguer-Contrí
Keyword(s):  
Competitive Advantage ◽  
Behavioral Intentions ◽  
Consumer Behaviour ◽  
Strong Relationship ◽  
Consumer Perceptions ◽  
Technological Advancement ◽  
Sustainable Competitive Advantage ◽  
Competitive Environments ◽  
The Relationship

This chapter explores the relationship between retail innovativeness and the level of technological advancement as well as the ICT solutions implemented by store chains of four retail activities – e.g. grocery, textile, electronics, and furniture and decoration. Innovation may become a source of sustainable competitive advantage in the highly competitive environments where retailers have to operate. In this chapter, retailers and consumers' perceptions are compared in order to assess if retailers' expectations of their efforts in innovation and ICT investment match with consumer perceptions about these decisions. Evidence exists of significant differences in consumer perceptions and behavioral intentions. As a result, differences in consumer behaviour are found between high and low innovators that may be explained by the strong relationship between retail innovativeness and the technology implemented by the store. Notwithstanding, these findings are sensitive to the type of product sold by the store.

Organizational Knowledge

2015 ◽  
pp. 127-156
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Organizational Knowledge ◽  
Business Development ◽  
Sustainable Competitive Advantage ◽  
Integration Process ◽  
Individual Knowledge ◽  
Ontological Dimension ◽  
The Individual

Organizational knowledge is a conceptual construct that reflects the convergence of all individual knowledge fields in an organization. That means all explicit and tacit knowledge fields, or changing the paradigm all cognitive, emotional, and spiritual individual fields of knowledge. The result of this integration process is performed in interactive and iterative modes by organizational integrators. Although there are many debates concerning the building up of organizational knowledge from the individual fields, the practice demonstrates that such a dynamic does exist and it encompass knowledge transfer processes from individuals to groups, and from groups to the whole organization. It is a synchronization between individual knowledge fields and the organizational knowledge along the ontological dimension. Organizational knowledge became a strategic resource in the last decades of business development and intelligent managers can transform it into a sustainable competitive advantage for the organization.

Market Orientation and the Learning Organization

1995 ◽  
Vol 59 (3) ◽  
pp. 63-74 ◽  
Author(s):  
Stanley F. Slater ◽  
John C. Narver
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Learning Organization ◽  
Management Practices ◽  
Learning Organizations ◽  
Improve Performance ◽  
New Knowledge

Effective organizations are configurations of management practices that facilitate the development of the knowledge that becomes the basis for competitive advantage. A market orientation, complemented by an entrepreneurial drive, provides the cultural foundation for organizational learning. However, as important as market orientation and entrepreneurship are, they must be complemented by an appropriate climate to produce a “learning organization.” The authors describe the processes through which organizations develop and use new knowledge to improve performance. They propose a set of organizational elements that comprise the learning organization and conclude with recommendations for research to contribute to the understanding of learning organizations.

Higher educational institutes as learning organizations for employer branding

2015 ◽  
Vol 47 (5) ◽  
pp. 265-276 ◽  
Author(s):  
USHA LENKA ◽  
SANIYA CHAWLA
Keyword(s):  
Knowledge Management ◽  
Conceptual Framework ◽  
Learning Organization ◽  
Learning Organizations ◽  
Learning Culture ◽  
Continuous Learning ◽  
Total Quality ◽  
Open Communication ◽  
Content Type ◽  
Academic Literature

Purpose – Contemporary organizations emphasize upon continuous learning to be able to face the environmental dynamism and further build a learning organization. The purpose of this paper is to reflect the conceptual framework of learning organization, integrating variables at individual, team, and organizational levels. Design/methodology/approach – The framework has been devised through the review of literature from 1950s to 2014 using the databases of EBSCO, Emerald, Proquest, Science Direct, and Scopus to ensure the reliability. Findings – The variables are resonant leadership style, knowledge management, intrapreneurship, total quality management (TQM), and supportive learning culture. Resonant leaders are emotionally intelligent leaders who evoke positive emotions among their subordinates through setting an example, ensuring mindfulness, hope, and compassion. Knowledge management is basically creating, transferring, maintaining, and organizing knowledge in organizational repositories. Intrapreneurship is the initiative and risk taken by the employees. TQM is a management practice that promotes total involvement, continuous improvement, and reflexive decisions taken by team members. Supportive learning culture pushes individuals toward a common goal, which is further facilitated, by open communication, affective and cognitive trust, and organic structure. These factors pose as enablers to foster continuous learning among employees. A learning organization, therefore, can establish a strong employer brand by enhancing employees’ emotional attachment and further aides’ attraction and retention of talent. Originality/value – So far, all these important variables have been ignored in the academic literature especially in the context of educational institutes as learning organizations. Also, there is a void in academic literature with respect to integrated model of learning organization. In this way, the paper tries to fill the gap by developing a conceptual framework of learning organization, followed by discussion and managerial implications.

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