Leveraging organizational learning for knowledge and performance

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract This article examines the alignment and fit between knowledge management and organizational learning to determine the potential feasibility of integrating the two approaches. The philosophical roots of both disciplines are traced to common ground in a philosophy known as "pragmatism". Early generation forms of knowledge management are critiqued and a new more pragmatic version is proposed -one that is compatible with organizational learning. A new form of alignment between organizational learning and knowledge management is proposed.

The role of knowledge management in achieving effective crisis management: a case study

“…Additionally, Cavaleri [51] specifically points out that knowledge is the product of learning activities. In other words, knowledge comprises causal claims, which are derived from learning activities, about how and why some managerial actions are effective in generating desired results [52].…”

The Guru–Shishya process for radiating knowledge in organizations

“…This term has variously come to mean work related communities, collectives for joint problem solving and shared tasks; communities with personalized trust, empathy and identification; communities with shared beliefs, norms and efficient communication; self-directed communities and practice based communities (Lesser and Prusack, 2000;Cavaleri, 2004;Bogenrider and Nooteboom, 2004). Communities of practice first came to the forefront with the work of Lave and Wenger (1991), who emphasize the social fabric of learning, and legitimate peripheral participation.…”

Pragmatist Perspective on Knowledge and Knowledge Management in Organizations

“…Critiques have been mounted of the positivist perspective precisely on the grounds that it ignores the social architecture of knowledge exchange within organizations (Easterby-Smith & Lyles, 2003) and completely side-steps the question of how knowledge is created, disseminated, renewed and applied (Cavaleri, 2004;McElroy, 2000). To this end, developing communities of practice has been viewed as a popular approach for knowledge management because they favour situated and context-dependent learning and knowledge creation (Wenger, 2004).…”