The Role of Creative Organizational Climate on Learning Organization - A Key Component of Knowledge Management

2010 ◽  
Author(s):  
Sarminah Samad
Keyword(s):  
Knowledge Management ◽  
Organizational Climate ◽  
Learning Organization

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.

Networked Knowledge Management Dimensions in Distributed Projects

2008 ◽  
pp. 2574-2597 ◽  
Author(s):  
Ganesh Vaidyanathan
Keyword(s):  
Knowledge Management ◽  
Organizational Climate ◽  
Social Psychological ◽  
Distributed Knowledge ◽  
Technology Knowledge ◽  
Knowledge Models ◽  
Underlying Principle ◽  
Peer To Peer Networks ◽  
Extrinsic Motivators

Can knowledge capture and dissemination be managed efficiently? Is there a framework that addresses distributed knowledge management from creation to facilitation? The generation and dissipation of knowledge needs to be embedded in corporate processes. These processes need to have an underlying principle that eliminates the obstacles of collecting multiple knowledge perspectives within complex organizations. Furthermore, extrinsic motivators, social-psychological forces and organizational climate factors are believed to influence knowledge sharing. This paper discusses a framework that provides a synergized view to collect, share, and manage the distributed corporate knowledge using organizational knowledge models and technology knowledge models. Structural, cognitive, relational, and technological factors are derived from a synthesized literature review to formulate this framework. The role of peer-to-peer networks and grid computing on distributed knowledge management is also examined.

Distributed Knowledge Management in Organizations

2008 ◽  
pp. 242-259
Author(s):  
Ganesh Vaidyanathan
Keyword(s):  
Knowledge Management ◽  
Organizational Climate ◽  
Knowledge Generation ◽  
Social Psychological ◽  
Distributed Knowledge ◽  
Knowledge Models ◽  
Underlying Principle ◽  
Peer To Peer Networks ◽  
Extrinsic Motivators

A framework to capture and manage distributed knowledge can address distributed knowledge management from creation to facilitation. Knowledge generation and dissipation needs to be embedded in corporate processes. These processes need to have an underlying principle that eliminates the obstacles of collecting multiple knowledge perspectives within complex organizations. Moreover, extrinsic motivators, social-psychological forces, and organizational climate factors are believed to influence knowledge sharing. This study discusses a framework that provides a synergized view to collect, share, and manage distributed corporate knowledge using organizational knowledge models and technology knowledge models. Structural, cognitive, relational, and technological factors derived from a synthesized literature review aid to formulate this framework. Using this framework, the role of peer-to-peer networks on distributed knowledge management in organizations is examined.

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.

Networked Knowledge Management Dimensions in Distributed Projects

2010 ◽  
pp. 618-633
Author(s):  
Ganesh Vaidyanathan
Keyword(s):  
Knowledge Management ◽  
Organizational Climate ◽  
Social Psychological ◽  
Distributed Knowledge ◽  
Technology Knowledge ◽  
Knowledge Models ◽  
Underlying Principle ◽  
Peer To Peer Networks ◽  
Extrinsic Motivators

Can knowledge capture and dissemination be managed efficiently? Is there a framework that addresses distributed knowledge management from creation to facilitation? The generation and dissipation of knowledge needs to be embedded in corporate processes. These processes need to have an underlying principle that eliminates the obstacles of collecting multiple knowledge perspectives within complex organizations. Furthermore, extrinsic motivators, social-psychological forces and organizational climate factors are believed to influence knowledge sharing. This paper discusses a framework that provides a synergized view to collect, share, and manage the distributed corporate knowledge using organizational knowledge models and technology knowledge models. Structural, cognitive, relational, and technological factors are derived from a synthesized literature review to formulate this framework. The role of peer-to-peer networks and grid computing on distributed knowledge management is also examined.

The Role of Organizational Culture to the Management of Telecommunication Companies

2011 ◽  
pp. 295-309 ◽  
Author(s):  
Antonios D. Kargas ◽  
Dimitris Varoutas
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Employee Behavior ◽  
Leadership Quality ◽  
Starting Point ◽  
Telecommunication Companies

This chapter explains what organizational culture is and analyzes its importance for the management of any company. Organizational culture must not be ignored during the decision-making process and managers must understand the existing culture of their organization in order to achieve their targets and to meet their goals. This chapter presents the theoretical link between organizational culture and a variety of variables, which affect organizational performance and efficiency, directly and indirectly. Such variables are knowledge management, organizational climate, leadership, quality, innovation and entrepreneurship, human resource management, and employee behavior. This chapter creates the starting point to study the link between culture and organizational strategy, enterprising practices and change management.

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.

Organizational climate and burnout: The mediating role of interpersonal aggression

2008 ◽  
Author(s):  
Steve Harvey ◽  
Annie Marceau ◽  
Adele Rochon ◽  
Francois Courcy
Keyword(s):  
Organizational Climate ◽  
Interpersonal Aggression ◽  
Mediating Role
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