Integrating complexity theory, knowledge management and organizational learning

McElroy, Mark W.

doi:10.1108/13673270010377652

Cited by 211 publications

(105 citation statements)

References 4 publications

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“…The next generation of knowledge management saw the management writers integrating the organizational learning and knowledge management (McElroy, 2000;Loermans, 2002;Firestone and McElroy, 2004). According to McElroy (2000, p. 199) "many practitioners of KM are now turning to the organizational learning (OL) community as a source for what it means for an organization to learn."…”

Section: Literature Reviewmentioning

confidence: 99%

Knowledge Management Enablers, Process and Organizational Performance: Evidence from Malaysian Enterprises

Soon¹,

Zainol²

2011

ASS

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This research study demonstrates the important of the knowledge creation process. It helps to demonstrate that knowledge management enablers, including learning and T-Shaped skills can promote organizational creativity and thus organizational performance. Therefore it can be argued that the best path for Malaysian SMEs to achieve organizational performance is through organizational creativity achieved through a knowledge creation process that involves knowledge enablers. Further, the imperatives of globalization mean that it is generally accepted that it is imperative for business organizations, particularly SMEs, to improve their performance, through knowledge management, in what has become a global knowledge economy. In fact, this feature provides both the background to and the rationale for this study.

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Section: Literature Reviewmentioning

confidence: 99%

Knowledge Management Enablers, Process and Organizational Performance: Evidence from Malaysian Enterprises

Soon¹,

Zainol²

2011

ASS

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“…Insights from complexity theories (Kauffman, 1995;Waldrop, 1994) inform approaches to organisational knowledge that recognize that knowledge emerges through the interaction of diverse agents within a specific context and historical milieu (Kennedy, 2007;McElroy, 2000;Stacey, 2001), while tourism has been recognized as a complex system (McKercher, 1999). It is the conflict and negotiation of interests between boundary spanning agents within a changing environment that leads to adaptation (Hazy & Tivnan, 2003) and transformation.…”

Section: [Insert Table 3 About Here]mentioning

confidence: 99%

Knowledge management: the missing link in DMO crisis management?

Blackman

Kennedy

Ritchie

2011

Current Issues in Tourism

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Despite some recognition of the role of DMOs in crisis management, limited attention has focused on the role of Destination Marketing Organisations (DMOs) in crisis events, and in particular their role in managing knowledge across diverse stakeholder groups and domains. This theoretical paper attempts to address this deficiency by synthesising knowledge management and tourism crisis management literature, to outline the potential role of DMOs in managing knowledge across boundaries during crises. Carlile's (2004) work on boundary spanning is used to consider potential organisational and management issues for DMOs dealing with crisis events and how they should be managed. The paper argues that because of the role and nature of DMOs they should play an important role as knowledge spanners/brokers to transfer, translate and transform knowledge to stakeholders. The paper concludes with future research avenues related to knowledge management, DMOs and crises.

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“…One of the most fundamental questions in the field of human resource strategy that arises is director of the Institute for how any organization's human resource management cancan be more efficient? This is due to the fact that competitive advantage is achieved in productivity [22]. What is the basis of productivity, an educated man of great knowledge and wisdom that can be thought of goods, products and services are changed?…”

Section: The Role Of Knowledge Management In Human Resource Productivitymentioning

confidence: 99%

Evaluation of the Effect of Knowledge Management Process on Human Resource Productivity

Moghaddam¹,

Habibian²,

Hadinejad³

2017

EAS

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Abstract:The main purpose of this research is to examine the impact of knowledge management processes on human resource productivity. Knowledge management processes included knowledge acquisition, creation, storage, distribution and application, in addition the human resource productivity included twofold of productivity such as; effectiveness and efficiency. This research is a correlate on al research and is concerns about finding relationship between variables. The population includes all the employees in Tehran channel of the Islamic Republic of Iran Broadcasting and 185 subjects were selected as sample using Cochran sampling method. Data were collected by two questionnaires. To testing the hypotheses, correlation test and regression analysis were used. The results showed that the distribution and application of knowledge plays important role in the productivity of human resources. The stages of knowledge acquisition, creation and storage of knowledge have little to do with performance. This result is reasonable, because acquisition, creation and storage of knowledge are the previous stages for involving people in the organization but the role of people has become more tangible and has a positive influence on human resource productivity. The variance was calculated for each component of the study using ANOVA between groups and within groups. The test results indicate that all components of research in different educational levels did not differ.

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Integrating complexity theory, knowledge management and organizational learning

Cited by 211 publications

References 4 publications

Knowledge Management Enablers, Process and Organizational Performance: Evidence from Malaysian Enterprises

Knowledge Management Enablers, Process and Organizational Performance: Evidence from Malaysian Enterprises

Knowledge management: the missing link in DMO crisis management?

Evaluation of the Effect of Knowledge Management Process on Human Resource Productivity

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