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A New Perspective in Organizational Learning: Do Organizations Really Learn?

El-Den, Jamal and Bean, Roy (2014). A New Perspective in Organizational Learning: Do Organizations Really Learn?. In: ICICKM 2014 - 11th International Conference on Intellectual Capital, Knowledge Management & Organisational Learnig, Sydney, Australia, 6-7 November 2014.

Document type: Conference Paper
Citation counts: Google Scholar Search Google Scholar

IRMA ID 84377429xPUB23
Author El-Den, Jamal
Bean, Roy
Title A New Perspective in Organizational Learning: Do Organizations Really Learn?
Conference Name ICICKM 2014 - 11th International Conference on Intellectual Capital, Knowledge Management & Organisational Learnig
Conference Location Sydney, Australia
Conference Dates 6-7 November 2014
Conference Publication Title Proceedings of the 11th International Conference on Intellectual Capital, Knowledge Management and Organisational Learning ICICKM 2014
Place of Publication United Kingdom
Publisher Academic Conferences and Publishing International Limited
Publication Year 2014
ISBN 9781910309711   (check CDU catalogue  open catalogue search in new window)
Start Page 148
End Page 156
Total Pages 9
HERDC Category E1 - Conference Publication (DIISR)
Abstract The paper introduces a new insight into the literatures views on organizational Learning (OL). Sharing of knowledge forms the basis for the learning organization. The paper proposes a model which identifies where the learning takes place. The proposed process model draws upon a thorough review of current academic literature. The paper proposes a four‐stage knowledge process. These four steps are individual knowledge, group collaboration, group learning, and organisational knowledge. The first level demonstrated the extent of individual's knowledge sharing within an organisation. The second level measured the extent of
externalised knowledge sharing by collaborating among fellow individuals (group members). The third level measured the effectiveness of an organisation capturing individual shared knowledge. And the last level was a measure of ease with the renewal and retrieval of the organisational knowledge. Particular limitations presented within this study include a knowledge creation model that addresses tacit to explicit knowledge transfer. The proposedmodel, "knowledge creation model", represents the knowledge sharing capabilities of an organisation, and further suggests the levels of learning within it.
Keyword Knowledge management
Organisational learning
Individual learning
Tacit knowledge
Knowledge sharing
Description for Link Link to conference homepage
URL http://academic-conferences.org/icickm/icickm2014/icickm14-home.htm
 
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Created: Wed, 19 Aug 2015, 16:42:01 CST