Knowledge management and learning in the organizational context

2003

In a globalised competitive world, organisations are looking for ways to gain or maintain a competitive advantage in the marketplace. Of the important challenges facing firms and organizations three are of prime importance: (1) for organizations to know what they know and maximise the transfer of this knowledge throughout their organisation; (2) finding ways of working which assist in maintaining their competitive advantage and finding new ways of gaining competitive advantage often through innovation, and (3) continuously learning through the exploitation of existing resources and capabilities and the exploration of new resources and capabilities to improve their performance. These challenges are interrelated. This paper investigates some of the extensive literature on innovation and knowledge management and suggests propositions for future research.

2011

The goal of this essay is to clarify why knowledge management and organizational learning (OL) as the key elements in organizations should be emerged and recruited simultaneously. Considering the applied aspects of knowledge management (KM), organizational learning would be a vital factor in efficient development of knowledge and experience through the organization. Therefore any effort done without creative learning to keep competitive advantages and knowledge development would be in vain. First we describe OL and KM and then by the aid of knowledge learning model, the necessity of combining them in order to accomplish the set goals is described. Eventually we come into the conclusion that KM and OL are interrelated, interdependent and inseparable subjects. In other words they are the two faces of the same coin and should not be verified solely because each part is another part's completion.

2018

It is no longer strange for individuals and organisations alike to appreciate that only organisations that are innovative will survive in very turbulent economic landscape. It is also a fact that innovations can only be achieved when an organisation continuously learns and becomes a learning organisation. A learning organisation is characterized by the stock of both tacit and explicit knowledge which it has acquired over time and how the stock of knowledge is utilized. The stock of knowledge becomes useful only when it is shared and utilized for the overall improvement in all organisational processes and human capital enhancement. This conceptual paper suggests that as important as the concept of knowledge management is, rather than treating it as a different management concept, it ought to be treated as a major component of organisational learning process. In fact, knowledge management is and should be an extension of organisational learning because when there is no learning; there...

International Business Research, 2015

Following the information boom that propelled the world into the 21 st century, it has become crucial for global organisations to have the ability to convert all precious data to useful knowledge. As a company's tangible assets gradually become far less valuable than its intangible assets, it is essential to learn how to efficiently manage this knowledge. This study analyses how the basic elements of knowledge management are linked to the development of an organisation's competitive edge. It also looks at the level of knowledge management adoption across Asia as compared to the West. Through online research, literature reviews and interviews, this paper presents a series of case studies on knowledge management implementation at various global organisations.

International Journal of Research in Education Humanities and Commerce, 2023

Knowledge Management is crucial to the organization's survival and success in competitive global markets and has a strong potential for problem-solving, decision-making, organizational performance enhancements, and innovation. As Wiig (1996) observes knowledge management in organizations must be considered from three perspectives with different horizons and purposes; Business perspective, Management perspective, and Hands-on operational perspective. Therefore the definitions provided by most of the authors will fall under one or more perspectives provided by Wiig. According to Gregory (1996), knowledge management consists of activities focused on the organization gaining knowledge from its own experience and from the experience of others to fulfill the mission of the organization, which in turn underlines the business perspective of knowledge management. Beveren (2002) argues that the main focus for knowledge management should be on human intellectual capital and strategies for human resource management that encourage creativity and innovation within and between employees from a management perspective, In the context of an operational perspective, knowledge management is usually concerned with capturing an organization's know-how and know-what through creation, collection, storage, distribution, and application (Miller, 1999). This paper looks at the relationship between knowledge management and organizational competitiveness and performance.

It is no longer strange for individuals and organisations alike to appreciate that only organisations that are innovative will survive in very turbulent economic landscape. It is also a fact that innovations can only be achieved when an organisation continuously learns and becomes a learning organisation. A learning organisation is characterized by the stock of both tacit and explicit knowledge which it has acquired over time and how the stock of knowledge is utilized. The stock of knowledge becomes useful only when it is shared and utilized for the overall improvement in all organisational processes and human capital enhancement. This conceptual paper suggests that as important as the concept of knowledge management is, rather than treating it as a different management concept, it ought to be treated as a major component of organisational learning process. In fact, knowledge management is and should be an extension of organisational learning because when there is no learning; there will not be any knowledge to manage. This paper also revealed that lack of interpersonal relationship, lack of organisational trust, skills, and time inadequacy are the major factors that hinder organisational members from sharing knowledge. Abstract-It is no longer strange for individuals and organisations alike to appreciate that only organisations that are innovative will survive in very turbulent economic landscape. It is also a fact that innovations can only be achieved when an organisation continuously learns and becomes a learning organisation. A learning organisation is characterized by the stock of both tacit and explicit knowledge which it has acquired over time and how the stock of knowledge is utilized. The stock of knowledge becomes useful only when it is shared and utilized for the overall improvement in all organisational processes and human capital enhancement. This conceptual paper suggests that as important as the concept of knowledge management is, rather than treating it as a different management concept, it ought to be treated as a major component of organisational learning process. In fact, knowledge management is and should be an extension of organisational learning because when there is no learning; there will not be any knowledge to manage. This paper also revealed that lack of interpersonal relationship, lack of organisational trust, skills, and time inadequacy are the major factors that hinder organisational members from sharing knowledge.

Journal of Knowledge Management, 2013

Purpose-The goal of this research is to empirically assess whether knowledge management (KM) and learning organizations (LO) are distinct concepts and if so, to test whether KM enhances LO more or vice versa. Design/methodology/approach-The authors propose an approach by which they first empirically assess the independence of those two concepts, then KM's fundamental processes, being knowledge acquisition, sharing, and utilization, are hypothesized to have a positive relationship with the different LO dimensions. Retail business employees working in organizations in Lebanon were surveyed. KM processes were first designated as dependent variables and then as independent variables. Bartlett's test, Pearson correlation, factor analysis, and regression analysis were used to test the hypothesis. Findings-The results indicated that the two dimensions LO and KM are distinct and that KM enhances LO more than LO enhances KM. Practical implications-This research extends the impact of knowledge management to include informal processes. It provides empirical evidence that managers should seek to implement formal and informal knowledge management processes into their organizational culture to enable a dynamic learning environment. Originality/value-This research is significant in that up to this point the relationship between KM and LO has been posited and supported through anecdotal evidence and observation. This research provides empirical evidence of the relationship and forms the basis for further study in this area.

Purpose -The goal of this research is to empirically assess whether knowledge management (KM) and learning organizations (LO) are distinct concepts and if so, to test whether KM enhances LO more or vice versa.

2013

Building on the success of the second edition, the third edition of Knowledge Management in Organizations presents a critical introduction to the subject. Adopting a multidisciplinary perspective, encompassing issues of strategy, structure, systems and human resource management, the text introduces the reader to the concept of knowledge before examining how, and whether, knowledge can be managed within the organizations in which we work. The third edition features a new section on intellectual capital accounting, increased discussion on the use of social networking technologies and significant updates to chapters on Knowledge Creation, Facilitating Knowledge Management via Culture Management, and Leadership, HRM and Knowledge Management. This accessible and engaging text provides a comprehensive introduction to the subject, and incorporates a wealth of in-text learning features and examples in every chapter. International case studies throughout the text, which have been fully updated to reflect changes in the economic and political landscape since the previous edition, as well as new and emerging trends in the field, further illustrate knowledge management theory in a real-world business context.

2020

A review on the origin, object of application, and forms of expression on knowledge management is conducted, as well as on the strategic processes associated with this activity. Also, considerations are presented about the knowledge audit, and the most used tools in the organization to identify knowledge. Emphasis is laid on the existing convergences between the conceptual maps and the knowledge maps. Criteria are exposed to support the idea that the former is associated more with knowledge management in general and the latter, with aspects led by knowledge audit. Among the main conclusions, knowledge management is noteworthy because it is the basis for conducting the rest of the organizational processes (that is, intellectual capital management and organizational knowledge acquisition), for the institution may be in conditions for learning more through a continuous improvement process. It is recommended that research institutions, whose more significant principle is knowledge, shou...