Knowledge management in the business driven action learning process

Abstract

PurposeUnderstanding what is the role of knowledge management in the action learning process and especially which practices of KM fits with the different phases of the action learning process.Design/methodology/approachThis paper is qualitative: 22 firms were observed and three different types of data were collected.FindingsIt stresses that KM and especially knowledge networks are crucial for an action learning process. Also, it demonstrates that different knowledge management practices have different roles regarding to the phase of the process they are involved. This paper explains the need to understand the organizational context to ensure performing learning.Research limitation/implicationsThe main limit is the use of only qualitative research method on 22 multinationals. No questionnaires and the implication for SMEs is limited.Practical implicationsAcademics will be interested in knowledge transformations through this process and consultants will discover what relevant knowledge management strategies in each phase of the process.Originality/valueThe topics of action learning and knowledge management are crucial for today's companies but have never been studied in the same research.

Investigating the Influence of Knowledge Management Practices on Organizational Performance: An Empirical Study

“…Roland [34] in his study indicated that performance depends on a firm's ability to integrate knowledge into the value creation process and into core competency based strategies. Furthermore, his findings revealed that to achieve and maintain a high level of performance, an organization must develop efficient mechanisms for creating, transferring, and integrating knowledge.…”

Proposing an Effective Action Learning Process Model: Introducing the PAIR Model

“…This is especially so in corporate settings because of the core elements of action learning. Although there is no universal definition of action learning, scholars and practitioners agree that action learning requires a group of people working on real problems and taking action based on solutions (Edmonstone, ; Hudspith & Ingram, ; Kramer, ; Marquardt & Revans, ; Revans, ; Rolland, ). Those core elements, real problems and action , make corporate settings a best fit for action learning practices.…”

“…Those core elements, real problems and action , make corporate settings a best fit for action learning practices. Scholars working in the field of organizational learning stress that learning occurs more efficiently through action (Argyris, ; Argyris & Schon, ; Rolland, ). In addition, the concept of learning has been increasingly considered and paired with the concept of action (Argyris, ; Rolland, ).…”