Managing learning and tacit knowledge

Platts, MJ; Yeung, Melissa

doi:10.1002/1099-1697(200009/10)9:6<347::aid-jsc496>3.0.co;2-m

Cited by 26 publications

(20 citation statements)

References 4 publications

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“…The findings obtained in the current study further validate the earlier studies on knowledge sharing such as Bock and Kim (2002) who asserted that an organization must develop an effective knowledge sharing process and encourage its employees and partners to share knowledge about customers, competitors, markets, products and so forth. The findings are also consistent with Platts and Yeung (2000) and Cho, Li and Su (2007) who found that managers most capable of managing others prefer to share their knowledge with others. Riege (2005) suggested that three important elements of knowledge sharing are individual, structure and technology would help organization in encouraging knowledge sharing in the organization.…”

Section: Regression Analysismentioning

confidence: 99%

Investigating the Relationship between Customer Knowledge Management and Knowledge Sharing among Insurance Companies in Malaysia

Zahari¹,

Rahman²,

Othman

et al. 2013

ASS

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Recently, customer knowledge management has been widely recognized as a determinant of business performance. However, knowledge of customers that the organization gathers is useless unless it is shared internally. Sharing of this knowledge among organizational members will greatly strengthen the competitiveness of the organization, which makes it possible to take advantage of the competitive dynamics in the business environment. Although the importance of knowledge sharing especially the one that is related to customers has long been recognized by the community of researchers, investigation in this area is very limited. Therefore, the present study was conducted to investigate the relationship between Customer Knowledge Management dimensions, which consist of knowledge for customers, knowledge about customers, knowledge from the customer and knowledge sharing among insurance companies in Malaysia. A total of 180 managers of insurance companies in Malaysia participated in the survey. The results show that the three knowledge dimensions are positively and significantly related to knowledge sharing. Moreover, the results indicate that the insurance companies have implemented knowledge sharing practices especially in securing and managing their customer data to ensure the currency, accuracy, uniqueness and completeness of the customer data. Finally, research and practical implications are discussed.

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Section: Regression Analysismentioning

confidence: 99%

Investigating the Relationship between Customer Knowledge Management and Knowledge Sharing among Insurance Companies in Malaysia

Zahari¹,

Rahman²,

Othman

et al. 2013

ASS

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show abstract

“…Second, the rise of the networked and virtual organisation has been brought about by developments in information and communication technology (Davenport and Prusak 1997). These trends have raised the profile of individual and organisational learning, knowledge creation and knowledge management as ways in which organisations can fashion a competitive advantage over their rivals (Platts and Yeung 2000).…”

Section: The Growth and Development Of The Growth And Development Of mentioning

confidence: 99%

The Rise and Rise of the Corporate University: the Emerging Corporate Learning Agenda

Prince¹,

Beaver²

2001

IJME

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This paper examines the corporate university phenomenon and the emerging corporate learning agenda that lies behind it. In the USA corporate universities are the fastest growing sector of higher education (Hoare, 1999), with almost 1800 operating in the US alone (Bradshaw, 2000). If this trend continues, corporate universities will outnumber traditional higher education establishments within the next decade. Traditionally seen as a particularly American creation, corporate universities are now to be found in many of the world's major corporations. This paper argues that part of this growth can be ascribed to a growing recognition by many senior managers of the positive strategic impact corporate universities can have on their companies. This can be viewed as a consequence of organisations recognising the power of learning and knowledge as drivers of competitive advantage. This paper contends that this growing recognition is leading to the emergence of a sophisticated form of corporate university, one that is predicated on the principles of organisational learning and knowledge management. In order to explore this claim a world-class corporate university model is developed that draws from the work of leading writers and contemporary research.

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“…(Easterby-Smith A key defining feature of a corporate university, is the focus on meeting organizational objectives and priorities. Earle, 1994;Blackler, 1993;Prusak, 1997;Nonaka and Takeuchi, 1995;Platts and Yeung, 2000). Today some companies are responding to such trends by seeking to become learning organizations.…”

Section: The Growth Of Corporate Universitiesmentioning

confidence: 99%

“…Knowledge management and organizational learning are multi-faceted and multi-layered concepts that are difficult to reconcile into any one framework (Easterby-Smith, 1999; Platts and Yeung, 2000). Given the arguments outlined above, a number of theoretical constructs can be identified that may provide some useful insights into the development of a corporate university model.…”

Section: Corporate University Taxonomiesmentioning

confidence: 99%

Facilitating organizational change: the role and development of the corporate university

Prince

Beaver

2001

Strategic Change

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There is a growing recognition by senior managers in many large organizations of the strategic impact corporate universities are having on their companies. $ This can be viewed as a consequence of organizations recognizing the power of learning and knowledge as drivers of strategic change. $ This paper contends that this growing recognition is leading to the emergence of a sophisticated form of corporate university, one that is predicated on the principles of organizational learning and knowledge management. $ In order to explore this claim a world-class corporate university model is developed that draws from the work of leading writers and contemporary research.

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Managing learning and tacit knowledge

Cited by 26 publications

References 4 publications

Investigating the Relationship between Customer Knowledge Management and Knowledge Sharing among Insurance Companies in Malaysia

Investigating the Relationship between Customer Knowledge Management and Knowledge Sharing among Insurance Companies in Malaysia

The Rise and Rise of the Corporate University: the Emerging Corporate Learning Agenda

Facilitating organizational change: the role and development of the corporate university

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