The Changing Role of the Learning Organization and Knowledge Management in the International Environment

2015 ◽  
Vol 57 (5) ◽  
pp. 411-413
Author(s):  
Vanessa Ratten
Keyword(s):  
Knowledge Management ◽  
Learning Organization ◽  
International Environment ◽  
Changing Role

An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

2011 ◽  
pp. 1579-1594
Author(s):  
Juin-Cherng Lu ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Current Knowledge ◽  
Business Environment ◽  
High Tech ◽  
Management Processes ◽  
Exploratory Investigation ◽  
The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

The Construction of Knowledge Management

2014 ◽  
pp. 89-110 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Human Resources ◽  
Competitive Advantage ◽  
Learning Organization ◽  
Human Resources Management ◽  
Top Down ◽  
Construction Of Knowledge ◽  
The Relationship

A number of authors have stressed that competitive advantage through knowledge management is realized through identifying the valuable representation, organization, acquisition, creation, usage, and evolution of knowledge in its many forms that the organization knows or could know now: skills and experience of people, archives, documents, relations with clients, suppliers, and other persons and materials often contained in electronic databases. In so doing, this chapter covers the various types of knowledge, the Learning Organization (LO), and Organizational Learning (OL). This chapter also covers the history and meaning of knowledge (management), LO, and OL in terms of how all three elements are interrelated. Emphasis is placed on the relationship between LO and OL. With that said, the chapter explains why the role of knowledge transfer and human resources management is a top down approach and not a bottom up approach.

An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

2011 ◽  
pp. 278-298 ◽  
Author(s):  
Juin-Cherng Lu ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Current Knowledge ◽  
Business Environment ◽  
High Tech ◽  
Management Processes ◽  
Exploratory Investigation ◽  
The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

scholarly journals THE CHANGING ROLE OF KNOWLEDGE PROFESSIONALS AS A TOOL OF INNOVATION: THEORETICAL AND PRACTICAL PERSPECTIVES

2015 ◽  
Vol 8 (3) ◽  
pp. 1657-1671
Author(s):  
Melisa Erdilek Karabay ◽  
Berat Bir ◽  
Bahattin Yalcinkaya
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Business Environment ◽  
Knowledge Assets ◽  
Essential Components ◽  
Management Literature ◽  
Innovative Capabilities ◽  
Changing Role ◽  
Practical Implications

Advances and applications in the business environment posed by the digital-age enforce the organizations to renew their strategies and improve their innovative capabilities. Today, the major actors of the knowledge economy are the knowledge professionals. This study aims to provide a comprehensive outlook at the innovation phenomenon within the essential components of Knowledge Management. In this regard, innovation in organizations is discussed within the perspective of knowledge management whereas the importance of knowledge assets in the process of innovation is explained through knowledge professionals. Furthermore, the study contributes to the knowledge management literature by presenting theoretical and practical implications of innovation by examining the latest practices on public services in Turkey. 

The Emergence of ngos in China and the Changing Role of the Party-State

2016 ◽  
Vol 8 (2) ◽  
pp. 188-214
Author(s):  
Paolo Urio
Keyword(s):  
Regime Change ◽  
Multinational Companies ◽  
International Environment ◽  
The World ◽  
Investment Treaties ◽  
And Control ◽  
Changing Role ◽  
Trade And Investment ◽  
Party State

The article analyses the changing role of the Party-State regarding the activities ofngos (both domestic and foreign) in China. It offers an explanation of the rationale of the apparently contradictory strategy that tries to give some freedom to thengos while maintaining them under control. The motives of the control ofngos (especially foreignngos) are explained, taking into consideration both the national and the international environment. For the latter, it is strongly suggested that the role played by international (mainly American)ngos in various parts of the world (and more recently in Ukraine) where they contribute to theusstrategy of “regime change”, is the main reason explaining China’s policy to find a satisfactory balance between freedom and control. Finally, the article suggest that China should be even more careful about the mega trade and investment treaties supported by theusand some of its allies and the multinational companies in theus, Europe and Japan. The development of foreignngos’ activities and the possible implementation of these mega treaties may constitute a serious threat to China independence and sovereignty.

The changing role of the dental dean

1969 ◽  
Vol 33 (3) ◽  
pp. 355-360
Author(s):  
JA DiBiaggio
Keyword(s):  
Changing Role
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