Managing Flow

Abstract

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Impact of organisational practices on knowledge sharing: an empirical study

“…The importance of organisational learning can be assessed from the research findings of Yeo (2005), which showed that learning promoted the performance of the organisation and facilitated the ability to sustain a competitive advantage in an uncertain and turbulent environment. Therefore, such organisational practices, which integrate and support learning, facilitate knowledge creation and sharing in the organisation, and lead to organisational innovation (Kontoghiorghes et al, 2005;Nonaka et al, 2008). Organisational learning entails the relationship of mental, spiritual, and physical energies of individuals.…”

“…The outcomes of organisational learning result in the creation of new knowledge as well as the individual development of mental and emotional behaviours (Gallagher et al, 2007). Organisational learning positively influences intellectual abilities and behaviours as well as social interactions among individuals and others in the organisation (Gallagher et al, 2007;Nonaka et al, 2008). Therefore, an organisational learning culture enhances the abilities of its individuals in terms of their behaviours and interactions associated with knowledge creation and knowledge sharing.…”

“…Organisational learning practices help in the establishment of a facilitating environment that encourages individual learning as well as knowledge sharing among individuals at various levels in the organisation (Marsick and Watkins, 2003;Kontoghiorghes et al, 2005). Nonaka et al (2008) explained that social interaction in an organisation promotes the creation of new knowledge as a result of cognitive intelligence. Moreover, Yang et al (2004) further explained the notion of the organisational learning practices by stating that learning is the result of the social interaction and collaboration of the individuals, and not the outcome of a single individual.…”

El Management como práctica: una aproximación a la naturaleza del trabajo directivo

“…A través de la espiral SECI, continuamente en movimiento, una empresa puede construir una capacidad de síntesis de conocimiento para perseguir tanto la creatividad como la eficiencia 46 , permitiendo que la creación de conocimiento pueda ser considerada como una síntesis de subjetividad y objetividad 47 . El interés de Nonaka era comprender cómo las empresas desarrollan productos y servicios innovadores aprovechando el poder de la creación de conocimiento.…”

“…Sin embargo, el estudio profundo de los procesos organizativos lo lleva a reconocer la importancia de la agencia humana. En su obra maestra Managing Flow: A Process Theory of the Knowledge-Based Firm, presenta el proceso de dirección como un arte 48 , enfatizando el dinamismo en las organizaciones. Se observa en este trabajo una maduración de su pensamiento, y en especial la influencia de Aristóteles, puesta de manifiesto en el desarrollo de su liderazgo prudencial (phronetic leadership).…”