An Enhanced Theory of Learning Including Learning from the Future

Kaiser, Alexander

doi:10.1109/hicss.2016.534

Cited by 2 publications

(2 citation statements)

References 27 publications

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“…A CKO, or CKO-like function, needs to ensure that all organizationally relevant (important) functions' knowledge audits are individually complete and collectively sufficient, including learning by past and future experience (Kaiser, 2016). Among other things, KM operates as the periscope for a submarinedo not leave home without someone leading this critical effort as well.…”

Section: Discussionmentioning

confidence: 99%

New rationale for the need for CKOs long-term: a systems perspective on observations

Sisson

Ryan

2017

VJIKMS

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Purpose This paper aims to clarify the need for Chief Knowledge Officers (CKOs) and explain how some recent views on competencies for educational guidelines, a Knowledge Management (KM) competency model and expansion of practice management concepts make the need for CKOs clearer. Design/methodology/approach This viewpoint was developed in response to recent publications disparaging the idea of a CKO. The method used was to extract ideas from published and in-work papers to establish the basis for and explain the postulated Unified Competency Theory of KM and its implications regarding the need for CKOs. Findings CKOs are needed to ensure that all organizationally relevant functions’ knowledge and KM assessments and/or audits are individually complete and collectively sufficient. A risk/opportunity management role also provides justification. Research limitations/implications This paper mainly limits its discussion to the papers that comprise research leading to the Unified Competency Theory of KM, its implications and an updated practice management model. Other points of view that might substantiate or refute the conclusions have not been addressed. Practical implications The KM field needs to better identify KM’s risk and opportunity management role and functional imperative. Organizations may need to reevaluate their directions with regards to KM and a CKO. Originality/value It extends the concept of practice management to permit differentiating disciplines. It provides new rationale for CKOs.

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Section: Discussionmentioning

confidence: 99%

New rationale for the need for CKOs long-term: a systems perspective on observations

Sisson

Ryan

2017

VJIKMS

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“…What knowledge about mutual embeddedness means in a present context can be radically different at some later point in time. Certainly, directing knowledge and learning activities with respect to the vision requires an organization to learn and create new knowledge at different levels [46]. At the same time, when an organization faces conditions that are incompatible with their existing knowledge, they might need to "unlearn" [47], [48].…”

Section: Learning and Unlearning In Vision Pursuitmentioning

confidence: 99%

Identifying Knowledge Enablers in Organizational Visions: A Synthesis of Theory and Practice

Kragulj¹,

Kaiser²,

Grisold³

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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Despite ongoing interest in organizational visions, both in research and practice, there is little understanding of what a vision should entail. What makes a good vision? We approach this question from a knowledge perspective and explore what organizations need to know in order to effectively plan and perform organizational activities. We will review relevant literature and conduct a content analysis of visions of global profit-oriented organizations. By providing a synthesis of theory and practice, we suggest that organizational visions should include three knowledge enablers, which guide the creation as well as the management of (1) knowledge about organizational identity, (2) knowledge about mutual embeddedness, and (3) knowledge about emerging opportunities. Our findings can contribute to research on vision development and vision content. Furthermore, they can inform a recent discussion in the KM community to guide KM activities in organizations.

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An Enhanced Theory of Learning Including Learning from the Future

Abstract: Abstract

Cited by 2 publications

References 27 publications

New rationale for the need for CKOs long-term: a systems perspective on observations

New rationale for the need for CKOs long-term: a systems perspective on observations

Identifying Knowledge Enablers in Organizational Visions: A Synthesis of Theory and Practice

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