Is organizational learning being absorbed by knowledge management? A systematic review

Castañeda, Delio Ignacio; Manrique, Luisa Fernanda; Cuéllar, Sergio

doi:10.1108/jkm-01-2017-0041

Cited by 99 publications

(83 citation statements)

References 48 publications

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“…Third, empirical results emerging from this study indicate that there is partial mediation to support the relationship between OL and OI. This result is consistent with (Hsiao et al, 2014;Raj & Srivastava, 2016). These results suggest that surveyed organizations should focus on organizational learning and its process, in the same manner, to promote innovation in their organizations.…”

Section: Findings and Discussionsupporting

confidence: 86%

“…Thus, H4 is supported. This result is consistent with (Hsiao, Chang & Chen, 2014;Raj & Srivastava 2016).…”

Section: Hypothesis Testingsupporting

confidence: 90%

“…Many scholars have established critical and important relations between KM and OL. They assert that KM is a key strategic resource to organizational learning (Jerez-Gomez et al, 2005); OL is complementary to KM (King, 2009); therefore, OL has to do with embedding what has been learned into the fabric of the organization and is gradually absorbed within KM (Castaneda, Manrique, & Cuellar, 2018). Moreover, OL develops a strategic learning capability by linking learning with KM in and among organizations (Dimitriades, 2005).…”

Section: Findings and Discussionmentioning

confidence: 99%

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Reinforcing Innovation through Knowledge Management: Mediating Role of Organizational Learning

Karasneh

2019

IJIKM

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Aim/Purpose: The purpose of this study is to investigate the relationship between knowledge management (KM) and organizational innovation (OI). It also enriches our understanding of the mediating effect of organizational learning (OL) in this relationship. Background: KM’s relationship with OL and OI has been tackled extensively in developed countries’ literature. Nowadays, the challenges of developing countries lie in the process of knowledge application. This study attempts to develop a new managerial knowledgeable tool and present a theoretical model and empirical analysis of the relationship between KM and innovation in Jordan, a developing country. To the knowledge of the author, no attempt has been taken to investigate this relationship in any Jordanian sector. Methodology: The sample of this study consists of 457 managers representing strategic, tactical, and operational levels randomly selected from 56 manufacturing companies in Jordan. A questionnaire-based survey has been developed based on KM, OL and OI literature to collect data. A structural equation modeling (SEM) approach was applied to investigate the proposed research model. Contribution: This study contributes to the literature in different ways. First, it asserts that OL assists in improving OI in manufacturing organization of developing countries. Second, it highlights the substantial benefits of applying KM, OL and OI in manufacturing companies in Jordan. Furthermore, it enhances the relationship between KM and innovativeness’ literature by providing empirical evidence, suggesting that OL is as important as KM to advance organizational innovation. Most importantly, it identifies the problem of a developing economy which is not promoting OL or taking care of it as much as they attended to KM in their organizational practices. Findings: Study findings indicate that the relationship between KM and OI is significantly positive. Results also reveal that the relationship between KM and organizational learning is significantly positive. Empirical results emerging from this study indicate that there is partial mediation to support the relationship between OL and OI. Recommendations for Practitioners: This study suggests that managers ought to recognize that organizational learning is equally important to KM. This entails that OL should be utilized within organizations to achieve organizational innovation. Moreover, managers ought to comprehend their importance and encourage their employees to adopt knowledge from various sources; which, if implemented correctly, will enhance the OL environment. Recommendation for Researchers: The research model can be used or applied in different manufacturing and service sectors across the globe. The findings of the current study can serve as a foundation to perform different studies to understand KM processes and recognize its antecedence. Impact on Society: This study presents insights on how to apply KM, OL and OI methodologies in Jordanian manufacturing companies to achieve a competitive advantage; hence, positively influencing society. Future Research: Future research may include conducting a similar study in the context of developed countries and developing countries which allows for comparison. Also, future research may examine the impact of KM on organizational performance applying both OL and OI as mediating variables.

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Section: Findings and Discussionsupporting

confidence: 86%

“…Thus, H4 is supported. This result is consistent with (Hsiao, Chang & Chen, 2014;Raj & Srivastava 2016).…”

Section: Hypothesis Testingsupporting

confidence: 90%

Section: Findings and Discussionmentioning

confidence: 99%

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Reinforcing Innovation through Knowledge Management: Mediating Role of Organizational Learning

Karasneh

2019

IJIKM

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“…We can consider knowledge management to be an antecedent of organizational learning that is controlled by its manageable processes such as single and double loop learning and community of practice or both have same concern. Our viewpoint is supported by many researchers (Castaneda et al 2018;Firestone and McElroy 2004;Spender 2008). We are of the opinion that whenever there is knowledge management within an organization there will certainly be an occurrence of organizational learning.…”

Section: Knowledge Management and Organizational Learningmentioning

confidence: 67%

Information Technology and Organizational Learning Interplay: A Survey

Malik¹,

Chetty²,

Chadhar³

2018

Australasian Conference on Information Systems 2018

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The objective of this paper is to provide a systematic review of the evolutionary trends in the research domain of information technology and organizational learning. Having surveyed various journals and key conferences between 2000 and 2018 on the topic, we observe that information technology (IT) has expanded from its general form to various contemporary information systems, e.g. knowledge organization systems, communication and collaborative systems and decision support systems. However, organization learning (OL) now essentially occurs through knowledge management activities, e.g. knowledge acquisition, storing, sharing and application of knowledge. The survey reported here not only validates the interplay of IT and OL but also reveals some important intervening factors between IT and OL, e.g. absorptive capacity, organization culture, user trust, acceptance and satisfaction that work as deterministic elements in the reciprocal relationship of IT and OL. We propose future research to explore interaction between big data analytical systems and organizational learning.

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“…Another essential feature of knowledge is that they contribute to the long-term sustainability of competitive advantage [34,35]. Organisations oriented on knowledge-based strategy achieve better results, higher performance and become market leaders [33,36,37]. This is particularly pronounced in sectors where there is a high dynamic of innovation.…”

Section: Impact Of Age Management On Competitive Advantagementioning

confidence: 99%

Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

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Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

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Is organizational learning being absorbed by knowledge management? A systematic review

Cited by 99 publications

References 48 publications

Reinforcing Innovation through Knowledge Management: Mediating Role of Organizational Learning

Reinforcing Innovation through Knowledge Management: Mediating Role of Organizational Learning

Information Technology and Organizational Learning Interplay: A Survey

Impact of Age Management on Sustainability in Czech Organisations

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