Achieving Organizational Independence of Employees' Knowledge Using Knowledge Management, Organizational Learning, and the Learning Organization

2009 ◽  
pp. 229-242 ◽  
Author(s):  
Anders Örtenblad
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Learning Organization ◽  
Point Of View ◽  
Control Measures ◽  
Subjective Knowledge

The ambition of this chapter is to pay some attention to more obvious, as well as more subtle, methods for organizations to become independent of the individual’s subjective knowledge, from the employees’ point of view. Terms such as ‘knowledge sharing’, ‘knowledge transfer’, and ‘learning for all’ are almost always seen as being positive for both employers and employees. However, this chapter will critically examines those terms. Three popular management ideas relating to knowledge and/or learning have been analysed from a ‘knowledge control’ perspective: knowledge management, organizational learning, and the learning organization. The main conclusion of this conceptual and elaborating chapter is that the more current and less academic ideas of the learning organization and knowledge management contain the same tools as the idea of ‘old’ organizational learning as regards gaining control over knowledge, but that these two ideas additionally contain other knowledge control measures, which are more refined, in the sense that they are less obvious as knowledge control measures. The idea of ‘new’ organizational learning, however, is less suited to knowledge control, since it implies that knowledge is not storable. In other words, the chapter’s contribution is an analysis of some of the most popular management ideas that deal with knowledge and/or learning relating to the organizational/employer independence of subjective knowledge, from the employees’ point of view, something which is rarely seen.

Knowledge Management

2018 ◽  
pp. 232-261 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organizational Factors ◽  
Knowledge Mapping ◽  
Sustainable Competitive Advantage ◽  
Process Technology

This chapter indicates the overview of Knowledge Management (KM); KM and innovation; KM and human capital; KM and social capital; KM and Human Resource Management (HRM); the significant perspectives on KM; and the advanced issues of knowledge transfer, knowledge sharing, and knowledge mapping. KM is the advanced method toward better organizational performance through knowledge transfer and knowledge sharing, and involves various organizational factors, such as people, process, technology, and culture. Utilizing KM can enhance the execution of innovation, human capital, social capital, decision making, and HRM in modern organizations. Regarding KM perspectives, creating and distributing new knowledge through effective knowledge transfer and knowledge sharing have the potential to increase organizational performance and gain sustainable competitive advantage in the knowledge era.

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.

Knowledge Management in Supply Chain Networks

2011 ◽  
pp. 912-920
Author(s):  
Dolphy M. Abraham ◽  
Linda Leon
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Business Processes ◽  
Business Networks ◽  
Business Organizations ◽  
Organizational Boundaries ◽  
Supply Chain Networks ◽  
Other Information

This article reviews current research and practice of knowledge management (KM) and inter-organizational learning in supply chain networks. Knowledge management is the organizational process for acquiring, organizing, and communicating the knowledge of individual employees so that the work of the organization becomes more effective (Alavi & Leidner, 1999). Knowledge management is an increasingly important process in business organizations because “managing human intellect—and converting it into useful products and services—is fast becoming the critical executive skill of the age” (Quinn, Anderson & Finkelstein, 1998). Grover and Davenport (2001) state that KM becomes “an integral business function” when organizations “realize that competitiveness hinges on effective management of intellectual resources.” Grover and Davenport also argue that knowledge management works best when it is carried out by all the employees of the organization and not just KM specialists. Business organizations frequently partner with other firms to complement their core competencies. To collaborate effectively, partner firms have to communicate with each other information about business processes as well as share ideas of how to design or improve business processes. This phenomenon of knowledge sharing across organizational boundaries is called inter-organizational learning (Argote, 1999). Knowledge management, we posit, is necessary to facilitate inter-organizational learning and direct it in a way that supports the organization’s overall objectives. Supply chain systems are an example of business networks. Supply chains involve not only multiple corporate entities but also organizational units within a single organization. We present practices used in business organizations and networks of businesses to manage the information and knowledge sharing processes using the context of supply chain systems.

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.

scholarly journals Knowledge sharing is knowledge transfer: a misconception in the literature

2016 ◽  
Vol 20 (4) ◽  
pp. 653-670 ◽  
Author(s):  
Gangeswari Tangaraja ◽  
Roziah Mohd Rasdi ◽  
Bahaman Abu Samah ◽  
Maimunah Ismail
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Literature Review ◽  
Knowledge Sharing ◽  
Design Methodology ◽  
Relevant Literature ◽  
Extensive Literature ◽  
Content Type ◽  
Extensive Literature Review ◽  
Practical Implications

Purpose The paper aims to clearly differentiate knowledge sharing (KS) and knowledge transfer (KT) besides exemplifying their interconnections to minimize the current confusions in the knowledge management (KM) literature. Design/methodology/approach An extensive literature review method was used to analyse relevant literature on both KS and KT to clearly delineate their differences and their interconnections. Findings The paper found that KS is a subset of KT (using personalization strategy), whereas KT as a whole is a broader concept, if compared with KS. However, KS is not one of the immediate processes involved in KT (using codification strategy). The processes involved in KS and KT differ according to the strategy used (in KT) and perspective chosen (in KS). Other findings include KS (unidirectional) as reflective concept (viewed so far), whereas KS (bidirectional), KT (personalization) and KT (codification) as formative concepts. Research limitations/implications The findings of this paper were based on the review of selected relevant articles only. Practical Implications The paper will minimize the current confusions in the KM literature and will assist future researches on both KS and KT to ensure what these concepts entail to avoid construct underrepresentation. Originality/value As compared to previous attempts, the present paper has shown the interconnections between KS and KT, as well as the differences based on the two perspectives of KS (unidirectional/bidirectional) and the two strategies of KT (personalization/codification), and such effort is new in the literature.

scholarly journals Building Learning Culture Towards A Learning Organization to Empower Employee’s Knowledge

2010 ◽  
Vol 1 (2) ◽  
pp. 1196
Author(s):  
Maryani Maryani ◽  
Marihut Donna ◽  
Nilam Hapsari
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Learning Organization ◽  
Learning Culture ◽  
Sustainable Growth ◽  
Global Level ◽  
Knowledge Enterprise

This paper contains the application of knowledge management in PT Unilever to create a learning culture within the organization. Which consists of: knowledge sharing, informal sharing, online sharing and other sources. With the implementation of cultural sharing between employees, the module is already owned by PT Unilever as many as 250 modules. With the application of Knowledge Management PT Unilever awarded a global level, the Most Admired Knowledge Enterprise (MAKE) Award in the year 2005-2007 to the level of Indonesia and 2008 for the Asian level. In the end, knowledge-owned companies, creating a good performance by individuals or companies, and will create sustainable growth for the company. Sustainable growth is what is expected by the whole company in running its business activities. 

scholarly journals Emerging problems in knowledge sharing and the three new ethics of knowledge transfer

2011 ◽  
pp. 237-250
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Human Activity ◽  
Information Science ◽  
Recent Literature ◽  
Organizational Settings ◽  
Transfer Of Information ◽  
Further Development ◽  
Formal Business

Topics related to knowledge management and knowledge sharing have received extensive attention in the recent literature of management and information science. Much of the discussion has focused on how these processes take place - and frequently fail to take place - in formal business, corporate and organizational settings. Knowledge sharing, however, occurs along the entire spectrum of human activity. Often, information and knowledge are shared in ways that appear unregulated and even outright subversive. This paper surveys many of the recent critiques of formal mechanisms of knowledge sharing. It identifies a set of methods, structures and ethics of "informal" and unauthorized transfer of information, and suggests that these can offer valuable lessons for the further development of the study of knowledge sharing methods, practices and behaviors in all types of settings.

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

2015 ◽  
Vol 3 (1) ◽  
Author(s):  
Shaunak Roy
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
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.

Enabling Organizational Learning to Contribute toward a Learning Organization

2011 ◽  
pp. 2221-2239
Author(s):  
Pei-Di Shen ◽  
Tsang-Hsiung Lee ◽  
Chia-Wen Tsai ◽  
Yi-Fen Chen
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Knowledge Creation ◽  
Knowledge Application

How can practices of knowledge management (KM) enable organizational learning to occur and then lead toward a learning organization? We seek the answer to this question by exploring three cases, Winbond, Worldpeace, and TSMC, chosen respectively from upstream, midstream, and downstream firms in the IC industry in Taiwan. We studied KM practices focusing on aspects of knowledge creation, storage/retrieval, transfer and application. Results showed that KM may play different enabling roles among IC designer, distributor and manufacturer. In this study it was found that IC designers may focus more on knowledge storage, while IC distributors pay more attention to knowledge application, and IC manufacturers emphasize knowledge creation.

Culturally-Bound Innovation in Romanian Teaching and Research Hospitals

2010 ◽  
pp. 230-240
Author(s):  
Mihaela Cornelia Dan ◽  
Simona Vasilache ◽  
Alina Mihaela Dima
Keyword(s):  
Internal Medicine ◽  
Organizational Culture ◽  
Organizational Learning ◽  
Learning Organization ◽  
Point Of View ◽  
Healthcare Sector ◽  
Teaching And Research ◽  
Research Hospital ◽  
Medicine Clinic ◽  
Internal Medicine Clinic

This chapter discusses innovation in the Romanian healthcare sector, from the point of view of organizational learning, which is influenced by the components of organizational culture. Starting from the premise that hospital organizational culture differs from other types of organizations, we investigated the perceptions of a mixed sample of doctors and nurses from an internal medicine clinic of a large teaching and research hospital. The Dimensions of the Learning Organization Questionnaire and items selected from a questionnaire developed by the authors were used in order to study how the two groups perceived organizational culture and, subsequently, innovation, as both a component and a result of it. The results of the study show differences in perception between physicians and nurses, consistent with the ones presented in literature, and account for which facets of hospital organizational culture affect learning easiness versus which factors are negatively correlated with it.

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