Exploring the relation between organizational learning and knowledge management for improving performance

Alavi, Somaieh; Wahab, Dzuraidah Abd; Muhamad, Nurfashareena

doi:10.1109/infrkm.2010.5466899

Cited by 7 publications

(5 citation statements)

References 59 publications

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“…In this current uncertain economical situation, organizations should do their best to stay competitive. (Alavi et al, 2010) affirms that organizations which learn can have a good competitive situation. (Huber, 1991) argues that organizational learning consists of four points: knowledge acquisition, knowledge sharing, knowledge interpretation and knowledge storage.…”

Section: Introductionmentioning

confidence: 89%

Supporting Organizational Learning with Collaborative Annotation

Atrash

Abel

Moulin

2014

Proceedings of the International Conference on Knowledge Management and Information Sharing

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Many research studies have shown that the organizational learning is a key factor that contributes to the well being of the organization. The process of organizational learning is affected by the collaborative annotation which plays an important role in it. However, current collaborative annotation platforms have a common limitation which is the restricted ability to share, index, retrieve annotations as any other information resource (e.g a document). In this paper, we define the annotation and we indicate how it becomes collaborative. We present an original semantic model (MEMORAe-core 2) for collaboration and information sharing and we show how the annotation is modeled as information resource. We present a web platform (MEMORAe) that uses this semantic model. A use case for the use of this platform within small and medium sized enterprise is also detailed. Within this work, our objective is to support the organizational learning by concentrating on the exchange of ideas by means of the collaborative annotation.

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Section: Introductionmentioning

confidence: 89%

Supporting Organizational Learning with Collaborative Annotation

Atrash

Abel

Moulin

2014

Proceedings of the International Conference on Knowledge Management and Information Sharing

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“…Including direct relationship [19]- [21] [58]- [60], others indirect or not significant direct relationship [6] [7] [23] [24]. From another side, there are some studies proposed the relationship between organizational learning and performance without proving it empirically [61]- [63]. Base of previous literature the hypothesis as following:…”

Section: Relationship Between Organizational Learning and Organizatiomentioning

confidence: 99%

Mapping the Relationship among Quality Management Practices, Organizational Learning, Organizational Culture, and Organizational Performance in Higher Education: A Proposed Framework

Mohammed

Taib²,

Santhirasegaran³

et al. 2016

AJIBM

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The challenges in higher education and global competition encouraged performance excellence and the pursuit towards providing educational services characterized by high quality. To ensure performance excellence, quality management practices are considered as one of the variables that affect the organizational performance. On the other hand, organizational learning is a method that facilitates the process of improving the organizational performance. The results of organizational performance vary according to environmental conditions, especially an organizational culture that is one of the important indicators that are characterized by organizations. This encourages choosing the organizational culture as a moderating variable. However, this paper highlights organizational performance through a proposed conceptual framework to be considered in higher education institutes.

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“…(Nonaka et al 2000, Hlupic et al 2002, Alavi et al 2010. It is therefore critical for organizations to understand how to use knowledge to their advantage.…”

Section: Literature Reviewmentioning

confidence: 99%

A knowledge management framework for manufacturing firms in South Africa

Fivaz

Pretorius

2015

2015 IEEE International Conference on Engineering, Technology and Innovation/ International Technology Management Conference (I

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Competitive advantage is the phrase of the day and manufacturing firms only have three things to compete with: people, processes and technology. All firms have similar access to all of these. Therefore the only things that can differentiate a firm or give a firm the competitive advantage are how they extract value from their people's competencies and capabilities. Nonaka (1991) argues that the only source of competitive advantage is knowledge. It is therefore critical that companies know how to manage their knowledge. They should also not only manage their knowledge but they must have the tools and mechanisms to manage their knowledge effectively. Therefore the aim of this study is to develop a knowledge management framework that works in a manufacturing environment and identify which knowledge management activities promote knowledge creation, use and transfer. A questionnaire was used to determine if the proposed knowledge management framework can work in a manufacturing environment and which of the activities are best suited. The top ten activities were identified. It is also important to note that even though the knowledge management framework were supported by one manufacturing multi-firm group, the framework should be tested in other manufacturing environments to improve the generalization of this research.

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Exploring the relation between organizational learning and knowledge management for improving performance

Cited by 7 publications

References 59 publications

Supporting Organizational Learning with Collaborative Annotation

Supporting Organizational Learning with Collaborative Annotation

Mapping the Relationship among Quality Management Practices, Organizational Learning, Organizational Culture, and Organizational Performance in Higher Education: A Proposed Framework

A knowledge management framework for manufacturing firms in South Africa

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