Knowledge Management: Organizational Learning and Knowledge Essay Example

(Argyris & Schon, 1978).Learning can take place in any of the various organizational functions (e. g., administration, sales) (Balasubramanian). Organizational learning and organizational knowledge are related in the following way: Organizational learning impacts organizational knowledge in that it actively creates, acquires, mobilizes, refines, and transfers organizational knowledge to adapt to a changing environment (Wikipedia). As organizations actively learn, they become more knowledgeable. Organizational Knowledge Michael Polanyi (1962) described knowledge as having two dimensions in its creation.

Tacit knowledge is “the know-how contained in people’s heads” (Levinson, 2007, p. 2). Explicit knowledge is anything that can be codified, systematized, shared, and/or communicated. Knowledge is comprised of knowing how (tacit dimension) and knowing about (explicit dimension) (Grant, 1996). Knowledge is individual – for example, I may learn the skill(s) to accomplish the same act(s) as you, but I cannot know what you know. An individual must create his or her own knowledge by internalizing someone else’s explicit knowledge through reinterpretation (Sveiby).

Tacit knowledge is shown through our actions and expressible knowledge.It is difficult to acquire as it is hidden from even the owner’s grasp (Wilson, 2002). It can, however, be transferred by experienced to junior colleagues through working together on the jobsite (Sveiby). Knowledge becomes organizational when it involves collective understandings embedded within a firm shaping appropriately applied actions and/or decisions (e. g., where to invest, how to reduce costs). It involves employees internalizing its organization’s procedures, formal rules, and explicit knowledge (Wikipedia) and transferring tacit knowledge through sharing.Organizational knowledge is viewed as the core of an organization’s assets (Balasubramanian). Knowledge management creates optimal conditions under which organizational learning and knowledge are maximized.

Although there is no widespread accepted definition

of knowledge management (Levinson, 2007; Wilson, 2002), it is examined here as its ability to effectively manage people and information, adapted from a framework proposed by Karl Sveiby (cited in KM Forum Archives). KM and Management of People Contexts that contribute to organizational learning (and knowledge) include culture, strategy, structure and environment (Fiol & Lyles, 1985):Culture. Culture that supports active learning and knowledge creation is key for KM. A corporate culture dictates its ideals, values, and norms. KM succeeds by establishing or maintaining a culture that promotes innovation by encouragement of the free flow of ideas, collaboration, and rewarding employees for their information input. A culture involving tacit knowledge sharing from expert to novice must be encouraged (Levinson, 2007).

In addition, learning, unlearning, and relearning must be valued for knowledge to stay competitive and for new knowledge to be created. Strategy.KM helps streamline operations by determining the scope of actions available for learning and using knowledge to strategically meet the defined goals and objectives. Knowledge collection and distribution efforts should be made as easy as possible for employee participation. Strategy may also involve a social network analysis (a process to map social connections and information/knowledge flows between people and groups) to identify prominent leaders and establish communities of practice that allow these leaders to better transfer their knowledge on to others (Levinson, 2007).Strategy aims to effectively accomplish tasks, maintain social relationships, improve throughput, improve job satisfaction and quality, and reduce employee problems such as absenteeism and grievances (Trist, Wikipedia 2).

Strategy also seeks to reduce costs by eliminating unnecessary or redundant tasks (Levinson, 2007). Structure. KM helps organizations be more flexible, organic, and better designed to promote

more effective learning and knowledge creation. An organization based on a mechanical, centralized structure tends to reinforce past behaviors that can lead it down the wrong course.An organic, decentralized structure, on the other hand, allows modifying existing objectives, norms, and policies. As a result, organizations are more open to new behaviors, taking action, and learning (Fiol & Lyles, 1985).

Structure should also create autonomous work groups or self-managed teams, which are more effective, and foster self-determination and democracy (Trist). KM may employ shadowing and/or joint problem solving (among expert and novice) to better transfer or recreate tacit knowledge (Leonard & Swap, cited in Levinson, 2007). Environment.Too much stability inhibits learning and/or change while too much change inhibits navigation of the environment (Fiol & Lyles, 1985).

Therefore, an environment conducive to organizational learning and knowledge requires “a balance between change (the new) and stability (the old)” (Balasubramanian, p. 5). In addition, the environment must be open to adapting to internal and external changes to stay competitive and sustainable. KM and Management of Information Proper management of data, information, knowledge, and information systems helps KM better facilitate organizational learning and knowledge: Data.

Identifying the key areas (i. e. , the accumulation of facts) to be collected without leading to overload are important primary aspects of KM (Levinson, 2007). Information.

KM looks at how to organize, interpret, and present data in a way its information can best be understood. KM must allow proper flow of information/communication between employees and organizational units to better meet the changing demands of the environment (Balasubramanian, Trist). Knowledge. KM identifies the areas of knowledge best to be exploited, and areas where knowledge is deficient.

Finding tacit knowledge and

ways that technology can recognize, obtain, mobilize, and transfer it is also important. These objectives may involve conducting a social network analysis to identify knowledge flows/gaps, experts, and how employees and divisions work together (Levinson, 2007). The breadth of knowledge sharing (both geographical and content access) should be well defined among organizational units, especially if there is a need to maintain information confidentiality. Information Systems.

Knowledge managers need to consider technology systems if and when they can help expedite KM efforts.Collaboration with KM experts may therefore lead to implementing technology to enhance organizational learning and knowledge by better facilitating obtaining, storing, refining, and sharing of learning, information, and knowledge. Organizational learning involves modifying or confirming actions in current or modified objectives and policies. As organizations actively learn they expand their amount and quality of organizational knowledge. Knowledge management augments and bridges organizational learning and knowledge together to bring about the most lucrative actions and best business decisions.Doing so requires optimal management of people and information.

KM solves the problem implied by John Naisbitt’s quote, “We are drowning in information but starved for knowledge”. It finds the pearls of knowledge in the sea of information. KM helps organizations adapt to environmental changes, and stay innovative, competitive, sustainable, and successful.

References

1. Argyris, C., & Schon, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley. Balasubramanian, V. Organizational learning and information systems.Retrieved August 14, 2008 from: http://www. e-papyrus. com/personal/orglrn. html
2. Fiol, C. M. , & Lyles, M. A. (1985). “Organizational learning”. Academy of Management Review, 10/4: 803-813.
3. Grant, R. M. (1996). “Toward a knowledge-based theory of the firm”. Strategic Management Journal 28/Winter Special Issue: 109-121. KM Forum Archives --
   

The Early Days: What is knowledge management. Retrieved August 18, 2007 from: http://www. km-forum. org/what_is. htm