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

2011 ◽  
pp. 278-298 ◽  
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.

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.

The Construction of Knowledge Management

2014 ◽  
pp. 89-110 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Human Resources ◽  
Competitive Advantage ◽  
Learning Organization ◽  
Human Resources Management ◽  
Top Down ◽  
Construction Of Knowledge ◽  
The Relationship

A number of authors have stressed that competitive advantage through knowledge management is realized through identifying the valuable representation, organization, acquisition, creation, usage, and evolution of knowledge in its many forms that the organization knows or could know now: skills and experience of people, archives, documents, relations with clients, suppliers, and other persons and materials often contained in electronic databases. In so doing, this chapter covers the various types of knowledge, the Learning Organization (LO), and Organizational Learning (OL). This chapter also covers the history and meaning of knowledge (management), LO, and OL in terms of how all three elements are interrelated. Emphasis is placed on the relationship between LO and OL. With that said, the chapter explains why the role of knowledge transfer and human resources management is a top down approach and not a bottom up approach.

scholarly journals Modeling the mediating roles of self-directed learning and knowledge management processes between emotional intelligence and learning outcomes in higher education

PLoS ONE ◽  
2021 ◽  
Vol 16 (7) ◽  
pp. e0255177
Author(s):  
Zahid Shafait ◽  
Muhammad Asif Khan ◽  
Yuriy Bilan ◽  
Judit Oláh
Keyword(s):  
Higher Education ◽  
Emotional Intelligence ◽  
Knowledge Management ◽  
Learning Outcomes ◽  
Self Directed Learning ◽  
Mediating Role ◽  
Management Processes ◽  
Directed Learning ◽  
The Relationship

Objective: Drawing on the knowledge-based view and ability-based theories of emotional intelligence (EI), in this study, we investigate the effects of EI on learning outcomes related to academics and administrators in Chinese research universities and we also test the direct association between learning outcomes and creative performance. In addition, we examine the mediating role of self-directed learning (SDL) and knowledge management processes (KMPs) on the relationship between EI and learning outcomes. Methods: The sample, for this study, consisted of 547 academic and administrative personnel at Chinese higher educational institutions (HEIs), and the hypothesized associations were examined through partial least squares structural equation modeling. Results: Our results indicated that EI has no significant influence on learning outcomes. However, an indirect relationship between EI and learning outcomes is established through SDL and KMPs. Conclusions: This study strengthens the professional understanding of EI and supports that the personnel at HEIs should value SDL and KMPs, which in turn enhances their learning outcomes. Although EI has received increased importance in higher education institutions, there are few studies that have investigated the relationship of EI, SDL, KMP, and learning outcomes. This is one of the initial studies that has empirically examined the interface of EI and learning outcomes in HEIs and also provides timely insights into the understanding of the mediating role of SDL and KMP.

New learning and old learning

2020 ◽  
Vol 34 (6) ◽  
pp. 21-23
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Management Processes ◽  
New Learning ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context. Findings Organizational learning is one of those themes that everyone within a firm can get on board with. It sounds important and logical, and no one is going to argue against organizational learning, are they? Once the HR department declares your firm a “learning organization” and ensures that knowledge management processes are updated, new training is rolled out and mentoring introduced across hierarchies, everyone will be happy in the knowledge that they are now part of a learning organization. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Strategic Leadership for Organizational Learning

2017 ◽  
pp. 1521-1534
Author(s):  
Junghwan Kim ◽  
Soo Yeon Park ◽  
Jieun You
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Knowledge Transfer ◽  
Theoretical Framework ◽  
Strategic Leadership ◽  
Theoretical Studies ◽  
Supportive Leadership ◽  
Feedback Learning ◽  
The Relationship

In the relationship between organizational learning and supportive leadership, the role of leaders in knowledge management, including the transfer of new insights among individuals, groups, and organizational levels, is greatly concerned with the workplace practice. The purpose of this chapter is to examine how strategic leadership contributes to organizational learning, specifically the process of knowledge transfer using the 4I organizational learning model developed by Mary Crossan and colleagues as a theoretical framework. By reviewing empirical and theoretical studies, this study's findings provide knowledge of effective strategic leadership for organizational learning. In specific, several roles of strategic leadership for feedforward and feedback learning respectively were suggested. The study's findings have implications for researchers and practitioners, discussed at the end of this chapter.

scholarly journals Knowledge Management, Emotional Capability, Teamwork, and Innovativeness: Mediating Role of Organizational Learning

2018 ◽  
Vol 4 (2) ◽  
pp. 227-235 ◽  
Author(s):  
Syeda Rumaisa Khalil ◽  
Khawaja Khalid Mehmood
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Success Factor ◽  
Learning Capability ◽  
Mediating Role ◽  
Knowledge Based ◽  
Critical Success ◽  
Innovative Capability ◽  
The Relationship

Innovation has become critical success factor in many industries today and numerous scholars approve that it could be achieved through learning in organizations. Despite the availability of numerous researches on innovativeness and organizational learning in international context, there are limited studies that analyze the effect of learning on innovativeness in context of Pakistan. Specifically, the research is limited regarding mediating role of organizational learning between knowledge management, teamwork, emotional capability, and innovativeness; and the main purpose of this study was to fill this research gap. This study draws its framework mainly from resource based view, knowledge based view, and dynamic capability perspective. For this research, data was obtained through survey from managers in Pakistani SMEs operating in multiple sectors. The study performed its analyses using SmartPLS 3.0 based on 149 responses. The study concludes that organizational learning significantly mediates the relationship between knowledge management, teamwork, emotional capability, and innovativeness. The study provides valuable information for Pakistani SMEs about how they could enhance their innovative capability through learning capability.

scholarly journals Impact of Emotional Intelligence and Knowledge Management on Organizational Performance: Mediating Role of Organizational Learning

2016 ◽  
Vol 3 (3) ◽  
pp. 12-17
Author(s):  
Qasim Ali Nisar ◽  
Hifza Mubeen ◽  
Hira Ashraf
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Structural Equation ◽  
Business Environment ◽  
Survey Method ◽  
Cross Sectional ◽  
Mediating Role

Due to globalization and uncertainty in business environment, organizations need to adapt and update their knowledge to remain competitive and innovative and to enhance their productive level. Moreover, Emotional intelligence is vital and accountable factor that determine the victory in life. Such factor plays a significant part in workplace by influencing the collaboration between managers and employees. However, present study is undertaken to scrutinize the influence emotional intelligence, knowledge management on the performance level of organization with mediating role of organizational learning. Current study is descriptive and cross-sectional. Sample size is 150 and simple random sampling method is used. Questionnaire survey method has used. Structural Equation Modelling (SEM) used to support and prove the hypothesis statistically. Results of study enlightened that there is significant positive relationship between emotional intelligence, and organizational performance. Moreover, knowledge management also significantly associated with organizational performance. Furthermore, findings revealed that organizational learning significantly and partially mediates the relationship between emotional intelligence and performance as well as knowledge management and organizational performance. Therefore, Emotional Intelligence and Knowledge are important inputs and organizational learning is the key practice, which enhances the performance and output of any organization.

scholarly journals Examining the Moderating Effect of Organic Structure and Innovative Culture on the Relationship between Social Capital and Knowledge Management Processes at a Research & Development Organization

2021 ◽  
pp. 65-78
Author(s):  
Mohammad Reza Zahedi ◽  
Shayan Naghdi Khanachah
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Significant Relationship ◽  
Organic Structure ◽  
Management Processes ◽  
Innovative Culture ◽  
The Relationship ◽  
Moderating Role

Purpose- In today’s heavy competitive environment, organizations have found that the knowledge is the best tool for keeping up with competitors. In this regard, the role of employees, as knowledge holders and the most important capital of organizations have been being taken into account more than before. Since the existence of social capital in organizations lead to improvement and development of knowledge management processes (KMP), examining the level of social capital as an important dimension of intellectual capital and its role in KMP is the main purpose of this article. Design/methodology/approach- By reviewing the existing literature and using standardized questionnaire, it was tried to examine the relationship between social capital and KMP through the moderating role of organic structure and innovative culture in the organization. After review of the existing literature in depth, we took advantages of Nahapiet and Ghoshal Model for measuring social capital and in order to measure the KMP, Bukowitz and Williams Model was used. The main hypothesis of this research was that there was a significant relationship between KMP and social capital through moderating role of organic structure and innovative culture in the organization. In order to test the hypothesis, using the test methods for correlation coefficients (Pearson and Spearman), a standardized questionnaire was designed and distributed among our target segment including faculty members, researchers and administrative staffs of university. Findings- The results showed that contrary to our expectation, considering moderator variables, structure and culture does not have positive and significant effect on KMP in the level of the organic structure and innovative culture of social capital. It was revealed that considering those two variables, social capital does have a significant and positive effect on KMP in the level of mechanical structure and non-innovative culture. We also found that there was a considerable relationship between cognitive and relational dimensions of social capital and KMP. Besides that, it was understood that there was a positive and significant relationship between each of organic structure and innovative culture’s variables and social capital and KMP’s variables. Research limitations/implications– Risks of method variance or response biases are likely as all Data are drawn from employee surveys, and some selection bias as respondents could not be directly compared with non-respondents. Originality/value – This study makes a significant contribution to the intangible assets literature by providing further evidence of the impact of culture and structure on intellectual capital.

scholarly journals Organizational Success as a Mediating Variable of the Relationship between Organizational Learning and Organizational Excellence: A Study on Telecommunications Sector in Egypt

2017 ◽  
Vol 13 (1) ◽  
pp. 244
Author(s):  
Wageeh A. Nafei
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Regression Model ◽  
Multiple Regression ◽  
Organizational Success ◽  
Organizational Excellence ◽  
Independent Variable ◽  
The Impact ◽  
The Relationship

The overall objective of the research is to identify the role of Organizational Success (OS) as a mediator variable in explaining the impact of Organizational Learning (OL) on Organizational Excellence (OE). The research community represents all employees at Telecommunications sector in Egypt. Due to time and cost constraints, the researcher adopted a sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.The research found a number of results, the most important of which are: (1) there is a significant effect between OL (mechanisms and means of learning, vision and mission of the organization, empowerment of employees, knowledge management, application and use of technology) and OS (survival and growth). Multiple regression analysis model showed that there is an impact of OL as an independent variable on OS as a dependent variable; (2) there is a significant impact between OL and OE (excellence of leaders, excellence of subordinates, excellence of operations, cultural excellence and financial excellence). The multiple regression model showed that there is an impact of OL as a independent variable on OE as a dependent variable; (3) the existence of a significant effect between OS on OE, after the multi regression model showed that there is an impact of OS as a independent variable on OE as a dependent variable; (4) there is an impact of OS as a mediating variable in clarifying the impact of OL on OE. In other words, there is an indirect effect of the independent variable (OL) on the dependent variable (OE) through the mediating variable (OS); that is, OS plays the role of partial mediation in the relationship between OL and OE.The study referred to a number of recommendations, the most important of which are: (1) attention to the process of OL, and to consider it as a tool to solve most organizational problems; (2) the interest in spreading the culture of OL and adopting a clear vision. This requires an organizational climate that cares about the learning process and this strengthens OS opportunities; (3) the need to invest learning in the promotion and development of OS opportunities; (4) the application of modern technology, exploiting it to the maximum possible capacity, and linking them to the process of learning and knowledge management; (5) continuing to promote policies that seek to empower workers and the need to follow the method of decentralization and delegation of authority, (6) the importance of selecting and attracting workers according to efficiency and eliminating surplus in the preparation of workers in a manner that leads to the achievement of effective performance, (7) aspiring to possess the characteristics of the OL as a strategic option to survive in a changing environment on an ongoing basis; (8) maintaining the professional competence of employees and increasing their levels as they are an important way to gain customer confidence and efficiency in service delivery.

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