Chapter 9
Organizational
Learning and
Knowledge
Management
Overview
Issues addressed in this chapter include:
Activities that are part of learning
Types of learning
Structures impact on learning
Dimensions of knowledge management
Creating fit between the component parts and
knowledge management
Key Terms
Learning in the Organization
Involves the gathering, from internal or external
sources, and sharing of existing knowledge.
Knowledge
Involves the conversion of data into information
and can either be explicit or tacit.
Explicit knowledge is codified or written down as
rules or guidelines.
Tacit knowledge comes from experience and is
internal to an individual.
Gathering
Gatheringof
ofdata
dataand
and
information
information
Transferring
Transferringand
andsharing
sharing
information
informationthrough
through
communication
communication
Organization
Organization
Learning
Learning
Enabling
Enablinglearning
learningin
inthe
the
organization
organization
Characteristics of Communication Processes
in a Learning Organization
Free exchange in, across, and between levels and functions
within the organization.
Recognition of the value of both the formal and informal
networks where knowledge and information are exchanged.
Encouragement of free exchange by all levels of
organizational leadership.
Open dialogue.
Continual transformation of the organization systems for
and the processes of communication.
Support of a culture that encourages meaningful interaction
and exchange in, across, and between levels and functions.
The Interpretive Approach
to
Learning
Facilitating learning in innovative organizations
using this approach requires:
1. Undertaking creative and innovative actions
throughout the organization to reduce ambiguity.
2. Distributing information in all directionsvertically,
horizontally, and diagonallyin the organization.
3. Developing creative insights through an iterative
process using multiple viewpoints.
4. Looking for new ways to apply known information.
The Systems Approach to
Learning
Learning about potential partners requires:
1. A clear understanding of how potential partners can
integrate with each function of the organization.
2. Development of a group of specialists who
understand the synergies and problems associated
with blending people, processes, and resources from
multiple companies.
3. Guidelines with which to interpret the potential for
success if the acquisition of technology takes place.
4. That with success, the guidelines be reinforced and
subject to periodic review.
Structuring for
Organizational
Learning
An organization that is structured for learning is
characterized by:
Decision-making processes based on knowledge
that is shared and transferred through highly
developed, integrated communication systems.
Many processes that encourage boundary
spanning within the firm.
Encouragement of internal network development.
Reward systems tied to team and system-wide
goals. Risk-taking behaviors and linking ideas and
diverse areas of the firm are rewarded.
Keys to Successful
Organizational
Learning
Organizational learning is a function of a firms competencies,
1.
2.
3.
4.
5.
culture, and comfort.
Organizational learning requires the communication of ideas
and observations.
Just because one employee knows something does not mean
the organization can act on it. Too often, organizations focus
on position and power rather than knowledge. Learning for
the organization is not the sum of what everyone in the
organization knows but rather is the sum of what is shared.
Organizational learning needs to be stored in organizational
memory.
Organizational learning processes need to be intentional in
the organization, but the organization also needs to recognize
learning by surprise.
Knowledge Management
Knowledge
A fluid mix of framed experience values,
contextual information, and expert insight that
provides a framework for evaluating and
incorporating new experience and information.
Knowledge Management
The processes that combine data, information,
and individual learning in a synergistic manner
that is accomplished by defining, developing,
and processing the innovative and creative
abilities of the firms employees individually
and collectively.
Socialization
Socialization
Internalization
Internalization
Knowledge
Knowledge
Creation
Creation
Combination
Combination
Externalization
Externalization
Making Knowledge
Management
a
Successful
1. Develop a system/process for knowledge
management.
Capability
2. Make information readily available.
3. Make information accessible in a timely fashion.
4. Individuals must understand how to use
information.
5. The system must be usable and there must be
the ability to develop ideas from it.
6. The system should help the organization
develop organizational wisdom.
Characteristics of R&D Team
Members in a Learning
A vision for where the organization and the team are going.
Organization
An openness to new ideas and the ability to display that
openness.
Listening skills as well as the ability to frame and reframe
ideas are important parts of this openness.
A strong sense of what the organization is and is not and
whether the organization needs to undergo radical or
incremental change.
Passionate about the exchange of knowledge and the
opportunity to learn.
An ability to champion ideas and energize the organization
toward the accomplishment of goals.
Managerial Guidelines
Common mistakes in the development of a
knowledge-management system:
Failure to coordinate efforts among information
systems, technical processes and procedures, and
human resources
Starting too small
Not changing the reward structures and culture of the
firm to recognize excellence in teamwork
Mistaking building a great database for knowledge
management.
Assuming that knowledge management will occur
because it is important.
