An integrative model of organizational learning and social capital on effective knowledge transfer and perceived organizational performance

Abstract

Purpose -The purpose of this paper is to set out to examine the relationships of organizational learning, social capital and the effectiveness of knowledge transfer and perceived organisational performance. Integrating organizational learning capability with social capital networks to shape a holistic knowledge sharing and management enterprise framework is a significant strategy to achieve organizational success. Design/methodology/approach -An integrative framework is used to determine the relationships of key variables of organizational learning such as learning intention, shared values, absorption capacity, integration capability, and social capital variables such as network structure, network stability and network relational quality on the effectiveness of knowledge transfer in organizations. In this research, senior management (Chief Executive Officer, Chief Financial Officer, Chief Operating Officer) from 650 firms were randomly sampled and surveyed from the register of the Industrial Technological Research Institute; 111 respondents are used in this study. Findings -The results indicated that absorption capacity, learning intention and integration capability in organizational learning had the greatest positive relationship with process innovation in knowledge transfer. The findings suggest that organizational learning processes are more important than social capital networks within the integrated knowledge transfer framework and that management could utilize their limited resources better to improve on organizational learning levers for greater effectiveness in knowledge transfer. Originality/value -This paper focuses on the existing gap in empirical work on the relationships of organizational learning, social capital variables and the effectiveness of knowledge transfer. The results of this paper could assist management in strategic decisions in resource allocation particularly in promoting and sustaining knowledge transfer to enhance organizational performance.

Understanding Diversity of Outcomes in Organisational Training: A Literature-based View

“…Several recent quantitative studies (e. g., Barba-Aragon et al, 2014;Caps and Lna-Aroca, 2012;Rhodes et al, 2008) have found direct as well as indirect positive association between organisational learning and firm performance. We thus develop the following hypotheses:…”

Untitled

“…It is observed that companies increasingly rely on external sources of knowledge to extend their knowledge assets to foster innovation and enhance performance (Haider, 2003;Lichtenthaler, 2009). Today, it is indisputable that a firm's ability to learn faster than its competitors is the only form of sustainable competitive advantage that entities of an entrepreneurial orientation have: and by focusing on being innovative and emphasising organisational learning as a way to discover something new that can bring added value, it allows them to strengthen their competitiveness (de Geus, 1988;Davenport & Prusak, 2000;Rhodes et al, 2008). Certainly, a company has a choice -it may create necessary knowledge itself (e.g.…”

“…Barlow & Jashapara, 1998;Zahra & George, 2002;Adams & Lamont, 2003;Rhodes, Lok, Yu-Yuan Hung & Fang, 2008;Beyer, 2011), in the contemporary competitive business environment the ability to learn becomes the priority of any ambitious company. Today, there is no doubt that the challenges of business reality require constant development of a firm's ability to integrate different kinds of knowledge, and to coordinate its usage, leading to valuable commercial outcomes (cf.…”

Investigating the Relationship Between Knowledge Sharing Strategies and Organizational Excellence Pillars

“…Srivastava et al, (2008) argue that the organization that effectively meets the expectations of all stakeholders is an excellent organization. Customer focus and satisfaction is also viewed as primary determinant of performance excellence (Day, 2003) and a key performance indicator in many frameworks, such as the balanced scorecard framework (Rhodes et al, 2008), Skandia Navigator (Skandia, 1994), etc. Therefore, tools with a customer orientation should receive the greatest attention (Frazier & Swiss, 2008) to develop deeper knowledge-enabled relationships (Riege, 2005;Schotte, 2003).…”