Innovative organizational learning technologies: organizational learning’s Rosetta Stone

Abstract

Innovative organizational learning technologies (iOLTs)In a persistent rhythm of growth, competitive organizations keep on the lookout for innovation and new methods that strengthen their capacity to react coherently to change. Organizational learning research follows these pursuits closely to try and untangle the elusive "learning" dimension of this rhythm. More recently, the practices in deploying organizational learning have transformed through mobile, online and offline technologies that optimise learning processes and results; what we name "Innovative Organizational Learning Technologies" (iOLTs). Although we are still in the early stages of adoption, the use of new learning technologies is well in progress: "We have only just begun to understand the power", McKinsey reported (Chui et al., 2013, p. 13). Our view is that the promise of faster, cheaper, more comprehensive and inclusive learning technologies has in fact created opportunities for insights into the "language" of organizational learning. But, how can iOLTs be our Rosetta Stone? Opportunities for new insight into organizational learningThe context of organizational learning -in which iOLT providers and users position themselves explicitly -consists of three approaches to learning (Brandi and Elkjaer, 2011) (Table I).

What’s organization knowledge management strategy for successful change implementation?

“…These types of knowledge can be captured through learning mechanisms of organizations. There are various studies that emphasize on the importance of organizational learning toward different organizational outcomes (Attewell, 1992; Brandi and Iannone, 2015; Cho, 2015; Imran et al , 2016; López et al , 2004). Bess et al (2010) emphasized the significance of organizational learning toward change.…”

Two Stage Analysis of Successful Change Implementation of Knowledge Management Strategies in Energy Companies from Romania

“…Context-specific knowledge is helpful for maintaining an optimal level of learning in organizations and is helpful for resolving major organizational issues, i.e., innovation, problem solving, and performance [24,59]. Likewise, personalization strategy is beneficial for change leaders to advance change by explaining the benefits of anticipated change to employees [90].…”

Analysis of MSEs in ICT Domain from Bucharest – Ilfov County by Using Nonaka – Takeuchi Model

“…More recently, with the innovation of social networking and technology, organizational learning evolved in new forms like web 2.0 learning, vicarious learning, social learning and strategic learning (Brandi & Iannone, 2015;Chi et al, 2008;Ceptureanu et al, 2017a). According to Boja & Zamfiroiu (2013) the new learning model of the future will be smart, mobile and flexible, which is specific to companies who want to have access to information regardless of time and space constraints.…”