KNOWLEDGE MANAGEMENT
The report article analyzes the impact of organizational learning (OL) on the firms performance and knowledge management (KM) practices in a heavy engineering organization in India. The authors introduce the conceptual background in the fields of Organizational learning and Knowledge management while paying attention to the relationship between the two. The article also reflects on the past literature on OL and KM and specific cases in India. The research carried out by the authors was conducted in a large public sector company, which is working in the field of heavy engineering projects. The company is responsible for setting up the large power plants and transformers that contribute to more than 75 percent of the total electrical power produced in the country. The research aims to support the hypotheses that 'The dimensions of OL should have a positive impact on the firms performance in India' and 'The dimensions of OL should have a positive impact on KM practices in an Indian heavy engineering organization'. The research was conducted by providing questionnaires to 205 executives and supervisors in the company. The results were measured on the self-report basis while the OL factors were measured using 'Dimensions of learning organization questionnaire' (DLOQ), developed by Marsick and Watkins (2003). The KM factors were measured through a Knowledge Management Assessment Tool (KMAT). The final research results showed that OL had a positive impact on different dimensions of organizational performance and KM practices. The findings are supportive to the existing theoretical frameworks developed by several researchers to integrate the field of OL and KM in various organizational and cultural contexts.
KNOWLEDGE MANAGEMENT
- 1. ORGANIZATIONAL LEARNING, KNOWLEDGE MANAGEMENT PRACTICES AND FIRMS PERFORMANCE Venta Jackaite, Povilas Jauga, Dominykas Jacynas, Tadas Pakalni邸kis
- 2. KEY WORDS April 8, 2015 KNOWLEDGE MANAGEMENT 2 1 ORGANIZATIONAL LEARNING
- 3. KEY WORDS April 8, 2015 KNOWLEDGE MANAGEMENT 3 1 2 ORGANIZATIONAL LEARNING KNOWLEDGE MANAGEMENT
- 4. KEY WORDS April 8, 2015 KNOWLEDGE MANAGEMENT 4 1 2 3 ORGANIZATIONAL LEARNING KNOWLEDGE MANAGEMENT HEAVY ENGINEERING ORGANIZATION
- 5. CONTENT CASE STUDY EVALUATION COMPARISON ANALYSIS OF REFERENCE TAKEAWAYS April 8, 2015 KNOWLEDGE MANAGEMENT 5
- 6. ORGANIZATIONAL LEARNING KNOWLEDGE MANAGEMENT ORGANIZATIONS PERFORMANCE April 8, 2015 KNOWLEDGE MANAGEMENT 6
- 7. CONCEPTUAL BACKGROUND OL April 8, 2015 KNOWLEDGE MANAGEMENT 7 VITAL PROCESS FOR ORGANIZATIONS TO MANAGE THE GROWTH BY DEVELOPING NEW AND IMPROVED CORE COMPETENCES
- 8. CONCEPTUAL BACKGROUND KM April 8, 2015 KNOWLEDGE MANAGEMENT 8 RANGE OF PRACTICES AND TECHNIQUES TO IDENTIFY, REPRESENT AND DISTRIBUTE KNOWLEDGE, KNOW-HOW AND EXPERTISE
- 9. April 8, 2015 KNOWLEDGE MANAGEMENT 9 OL KM CONTINUOUS IMPROVEMENT
- 10. 'THE DIMENSIONS OF OL SHOULD HAVE A POSITIVE IMPACT ON KM PRACTICES IN AN INDIAN HEAVY ENGINEERING ORGANIZATION' 'THE DIMENSIONS OF OL SHOULD HAVE A POSITIVE IMPACT ON THE FIRMS PERFORMANCE IN INDIA April 8, 2015 KNOWLEDGE MANAGEMENT 10
- 11. 70% HEAVY ENGINEERING ORGANIZATION TOTAL ELECTRICAL POWER PRODUCED IN THE COUNTRY 11 205EXECUTIVES
- 12. RESEARCH FINDINGS OL HAS A POSITIVE IMPACT ON DIFFERENT DIMENSIONS OF ORGANIZATIONAL PERFORMANCE AND KM PRACTICES (BOTH HYPOTHESES CONFIRMED) April 8, 2015 KNOWLEDGE MANAGEMENT 12
- 13. EVALUATIONRELATIONSHIP BETWEEN CONSTRUCTS ORGANIZATIONAL LEARNING KNOWLEDGE MANAGEMENT OVERALL PERFORMANCE April 8, 2015 KNOWLEDGE MANAGEMENT 13
- 14. EVALUATIONRELATIONSHIP BETWEEN CONSTRUCTS ORGANIZATIONAL LEARNING KNOWLEDGE MANAGEMENT OVERALL PERFORMANCE April 8, 2015 KNOWLEDGE MANAGEMENT 14 KNOWLEDGE MANAGEMENT ORGANIZATIONAL LEARNING OVERALL PERFORMANCE
- 15. ORGANIZATIONAL LEARNING ORGANIZATIONAL LEARNING CULTURE April 8, 2015 KNOWLEDGE MANAGEMENT 15
- 16. COMPARISON April 8, 2015 KNOWLEDGE MANAGEMENT 16 KNOWLEDGE MANAGEMENT DRIVEN FIRM PERFORMANCE: THE ROLES OF BUSINESS PROCESS CAPABILITIES AND ORGANIZATIONAL LEARNING BY ING- LONG WU AND JIAN- LIANG CHEN (2014) FROM TAIWAN KNOWLEDGE MANAGEMENT DRIVEN FIRM PERFORMANCE: THE ROLES OF BUSINESS PROCESS CAPABILITIES AND ORGANIZATIONAL LEARNING BY ING- LONG WU AND JIAN- LIANG CHEN (2014) FROM TAIWAN
- 17. COMPARISON April 8, 2015 KNOWLEDGE MANAGEMENT 17 KNOWLEDGE MANAGEMENT DRIVEN FIRM PERFORMANCE: THE ROLES OF BUSINESS PROCESS CAPABILITIES AND ORGANIZATIONAL LEARNING BY ING- LONG WU AND JIAN- LIANG CHEN (2014) FROM TAIWAN KNOWLEDGE MANAGEMENT DRIVEN FIRM PERFORMANCE: THE ROLES OF BUSINESS PROCESS CAPABILITIES AND ORGANIZATIONAL LEARNING BY ING- LONG WU AND JIAN- LIANG CHEN (2014) FROM TAIWAN ORGANIZATIONAL LEARNING CULTURE AND WORKPLACE SPIRITUALITY: IS KNOWLEDGE- SHARING BEHAVIOR A MISSING LINK? BY MONTHON SORAKRAIKITIKUL AND SUNUNTA SIENGTHAI (2014) FROM THAILAND
- 18. WU AND CHEN (2014) ORGANIZATIONAL LEARNING KNOWLEDGE MANAGEMENT COMPETITIVE ADVANTAGE OVERALL PERFORMANCE April 8, 2015 KNOWLEDGE MANAGEMENT 18
- 19. WU AND CHEN (2014) April 8, 2015 KNOWLEDGE MANAGEMENT 19 KNOWLEDGE RESOURCES KNOWLEDGE ASSETS KNOWLEDGE CAPABILITIES (DIRECTLY INFLUENCED BY OL)
- 20. SORAKRAIKITIKUL AND SIENGTHAI (2014) ORGANIZA- TIONAL LEARNING KNOWLEDGE -SHARING BEHAVIOUR WORKPLACE SPIRITUALITY ORGABIZA- TIONAL KNOWLEDGE COMPETITIVE ADVANTAGE April 8, 2015 KNOWLEDGE MANAGEMENT 20
- 21. ANALYSIS OF REFERENCE DEMONSTRATING THE VALUE OF AN ORGANIZATIONS LEARNING CULTURE: THE DIMENSIONS OF THE LEARNING ORGANIZATION QUESTIONNAIRE BY VICTORIA J. MARSICK AND KAREN E.WATKINS (2003) DLOQ MODEL April 8, 2015 KNOWLEDGE MANAGEMENT 21 1 2
- 22. DLOQ model CREATE CONTINUOUS LEARNING OPPORTUNITIES PROMOTE INQUIRY AND DIALOGUE ENCOURAGE COLLABORATION AND TEAM LEARNING CREATE SYSTEMS TO CAPTURE AND SHARE LEARNING EMPOWER PEOPLE TOWARD A COLLECTIVE VISION CONNECT THE ORGANIZATION TO ITS ENVIRONMENT PROVIDE STRATEGIC LEADERSHIP FOR LEARNING April 8, 2015 KNOWLEDGE MANAGEMENT 22
- 23. DLOQ model April 8, 2015 KNOWLEDGE MANAGEMENT 23 THE DLOQ MEASURES IMPORTANT SHIFTS IN AN ORGANIZATIONS CLIMATE, CULTURE, SYSTEMS, AND STRUCTURES THAT INFLUENCE WHETHER INDIVIDUALS LEARN (MARSICK & WATKINS, 2003).
- 24. DLOQ model April 8, 2015 KNOWLEDGE MANAGEMENT 24 THE DLOQ MEASURES IMPORTANT SHIFTS IN AN ORGANIZATIONS CLIMATE, CULTURE, SYSTEMS, AND STRUCTURES THAT INFLUENCE WHETHER INDIVIDUALS LEARN (MARSICK & WATKINS, 2003). LEARNING AT THE ORGANIZATIONAL LEVEL IS NOT THE SUM OF MANY PEOPLE LEARNING (MARSICK & WATKINS, 2003).
- 25. TAKEAWAYS April 8, 2015 25KNOWLEDGE MANAGEMENT
- 26. TAKEAWAYS April 8, 2015 26 1 OL AND KM LEAD TO SUSTAINABLE COMPETITIVE ADVANTAGE KNOWLEDGE MANAGEMENT
- 27. TAKEAWAYS April 8, 2015 27 1 2 OL AND KM LEAD TO SUSTAINABLE COMPETITIVE ADVANTAGE WORKPLACE SPIRITUALITY CONSTRUCT KNOWLEDGE MANAGEMENT
- 28. TAKEAWAYS April 8, 2015 28 1 2 3 OL AND KM LEAD TO SUSTAINABLE COMPETITIVE ADVANTAGE WORKPLACE SPIRITUALITY CONSTRUCT DLOQ MODEL KNOWLEDGE MANAGEMENT
- 29. April 8, 2015 KNOWLEDGE MANAGEMENT 29 IMAGINATION IS MORE IMPORTANT THAN KNOWLEDGE. KNOWLEDGE IS LIMITED; IMAGINATION ENCIRCLES THE WORLD - Albert Einstein
- 30. April 8, 2015 KNOWLEDGE MANAGEMENT 30 THANK Y O U F O R your ATTENTION TIME FOR QUESTIONS