Organisational Learning and Knowledge Management

Paper Summary:

This paper examines how organisational learning is now accepted as a central, rather than peripheral organisational variable, with its competitive value widely recognized. It looks at how the concept of organisational learning is seen to have broad analytical value, because of its emphasis on dynamic, changing relationships and emergent phenomena and how it is seen as a critical complement to managerial theory. It also discusses how a knowledge-creating company is a rich setting for the investigation of organisational learning and its associated knowledge processes. Knowledge-creating companies can be seen as pioneers, given their everyday emphasis on knowledge creation and learning.
Outline
Introduction
Why a Learning Organisation and Knowledge Management?
Core Competencies of Knowledge
Examples of Success
Impediments to a Learning Organisation and Knowledge Management
Conclusion

From the Paper:

"The challenge facing superior managers today is to make the effort needed to learn some of the new skills and techniques, and to put in the processes that engage their workforce in programs of continuous capability development. Knowledge management is the collection of processes that govern the creation, dissemination, and utilization of knowledge. It is the management of the organisation towards the continuous renewal of the organisational knowledge base; this means creation of supportive organisational structures, facilitation of organisational members, putting in IT-instruments with emphasis on teamwork and diffusion of knowledge into place . In one form or another, knowledge management has been around for a very long time. Practitioners have included philosophers, priests, teachers, politicians, scribes, Liberians, etc. "

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