Indian Journal of Industrial Relations: Economics & Social Dev.

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Leadership & Organizational Learning in Knowledge Management Practices in Global Organizations


Affiliations
1 OB & HRM, Institute of Management Technology Ghaziabad 201001
     

   Subscribe/Renew Journal


This study attempts to find out potent organizational level variable(s) affecting the knowledge management processes and also to design a framework to be used by the firms. Based on the extensive review of literature relating to the practice of knowledge management in enterprises, an integrative framework with practical orientation is presented. The learning at an organizational level is a necessary precondition for becoming a knowledge managing company but the discipline of organizational learning thrives under higher form of leadership practices in operation. The framework developed could be customized to the needs of a particular business entity. The research framework articulates leadership practices in conjunction with organizational learning impacting knowledge management in the enterprise.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Akgun, A.E., Lynn, G.S, & Byrne, C. (2003), “Organizational Learning: a Socio-cognitive Framework”, Human Relations, 56(7):. 839-68.

  • Argyris, C. (1993), On Organizational Learning, Oxford, Blackwell Business.

  • Bass, B. M. (1997), “Does the Transactional- Transformational Leadership Paradigm Transcend Organizational and National Boundaries?” American Psychologist, 52(2):130-39.

  • Bass, B. M. & Avolio, B. J. (1990), “The Implications of Transformational and Transactional Leadership for Individual, Team, and Organizational Development”, in Richard W. W. and William, A. P. (Ed), Research in Organizational Change and Development, Vol. 4, Jai Press, Greenwich, CT.

  • Bass, B.M. (1985), Leadership and Performance beyond Expectations, Free Press, New York.

  • Blumentitt, R. & Johnston, R. (1999), “Towards a Strategy for Knowledge Management”, Technology Analysis & Strategic Management, 11:. 287-300.

  • Bounfour, A. (2003), The Management of Intangibles: The Organization’s Most Valuable Assets, Rutledge, London.

  • Boyatzis, R.D., Goleman, D. & Rhee, K. (1999), Clustering Competence in Emotional Intelligence: Insights from the Emotional Competency Inventory (ECI)”, Consortium for Research of Emotional Intelligence in Organizations, available at: www.eiconsortium.org

  • Boyce, M.E. (2003), “Organizational Learning is Essential to Achieving and Sustaining Change in Higher Education”, Innovative Higher Education, 28 (2): 119-36.

  • Burns, J. M. (1978), Leadership, Harper and Row, New York.

  • Carayannis, E.G. (1999), “Fostering Synergies between Information Technology and Managerial and Organizational Cognition: The Role of Knowledge Management”, Technovation, 19:. 219-31.

  • Carey, C.E., Newman, P.M. & McDonough, L.M. (2004), “Global Leadership Capability: an Asia-Pacific Perspective”, Performance Management, 43 (8):13-18.

  • Chait, L. (1998), “Creating a Successful Knowledge Management System”, Prism, Second Quarter.

  • Chan, C.A. (2003), “Examining the Relationships between Individual, Team and Organizational Learning in an Australian Hospital”, Learning in Health and Social Care, 2(4): 223-25.

  • Chanal, V. (2004), “Innovation Management and Organizational Learning: a Discursive Approach”, European Journal of Innovation Management, 7 (1): 56-64.

  • Chen, G. (2005), “Management Practices and Tools for Enhancing Organizational Learning Capability”, S.A.M. Advanced Management Journal, 70(1): 4-35.

  • Dalton, M. (2003), Center for Creative Leadership Update, Center for Creative Leadership, Greensboro, NC.

  • Davenport T. (1999), “Knowledge Management Round Two”, CIO Magazine, November. Davenport, T.H., De Long, D.W. & Beers, M.C. (1998), “Successful Knowledge Management Projects”, Sloan Management Review, 39 (2): 43-57.

  • Debowski, S. (2006), Knowledge Management, John Wiley & Sons, Milton Qld.

  • Despres, C. & Chavel, D. (2000), “A Thematic Analysis of the Thinking in Knowledge Management”, in Despres, C. and Chavel, D. (Eds.), Knowledge Horizons: The Present and the Promise of Knowledge Management, Butterworth-Heinemann, Oxford.

  • DiBella, A.J. (2001), Learning Practices: Assessment and Actions for Organizational Improvement, Prentice-Hall, Upper Saddle River, NJ.

  • Easterby-Smith M., Snell R. & Gherardi S. (1998), “Organizational Learning: Diverging Communities of Practice”, Management Learning, 29: 259-72.

  • Edmondson, A.& Moingeon, B. (1998), “From Organizational Learning to the Learning Organization”, Management Learning, 29: 5-20.

  • Edvinsson, L.& Sullivan, P. (1996), “Developing a Model for Managing Intellectual Capital”, European Management Journal,14 (4,): 356-64.

  • Garvin, D. (1993), “Building a Learning organization”, Harvard Business Review, 71, (4,): 78-91.

  • Goh, S. C. (1998), “Toward a Learning organization: The Strategic Building Blocks”, S.A.M. Advanced Management Journal, 63 (2): 15- 22.

  • Goh, S.C. (2003), “Improving Organizational Learning Capability: Lessons from Two Case Studies”, The Learning Organization, 10,(4): 216-27.

  • Goleman, D., Boyatzis, R. & McKee, A. (2002), The New Leaders: Transforming the Art of Leadership into the Science of Results, Time Warner, London.

  • Hitt, W. D. (1995), “The Learning Organization: Some Reflections on Organizational Renewal”, Leadership & Organization Development Journal, 16 (8):. 17-25.

  • Hubbard, G., Samuel, D.& Cocks, G. (2002), The First XI: Winning Organizations in Australia, Wiley, Brisbane.

  • Jokinen, T. (2005), “Global Leadership Competencies: A Review and Discussion”, Journal of European Industrial Training, 29 (3):199-216.

  • Jones, N.B., Herschel, R.T & Moesel, D.D. (2003), “Using ‘Knowledge Champions’ to Facilitate Knowledge Management”, Journal of Knowledge Management, 7 (1):.49-63.

  • Kets de Vries, M.F.R.& Florent-Treacy, E. (2002), “Global Leadership from A to Z: Creating High Commitment Organizations”, Organizational Dynamics, 30,(4):. 295-309.

  • Kiernan, M. (1993), “The New Strategic Architecture: Learning to Compete in the Twenty-First Century”, The Academy of Management Executive, 7(1): 7.21.

  • Kouzes, J.M. & Posner, B.Z. (2002), The Leadership Challenge, 3rd edn, Jossey-Bass, San Francisco.

  • Lam, Y. L. (2002), “Defining the Effects of Transformation Leadership on Organization Learning: a Cross-Cultural Comparison”, School Leadership & Management, 22(4): 439-52.

  • Leavy, B. (2005), “A Leaders Guide to Creating an Innovation Culture”, Strategy and Leadership, 33 (4): 38-45.

  • Levitt, B.& March, J.B. (1988), “Organizational Learning”, Annual Review of Sociology,14: 319-40.

  • Liedtka, J. (1999), “Linking Competitive Advantage with Communities of Practice”, Journal of Management Inquiry, 8 (1):5-16.

  • Lietaer, B. (2002), The Future of Money, Century, London.

  • Liss, K. (1999), “Do We Know How to Do That? Understanding Knowledge Management”, Harvard Management Update, February: 1-4.

  • Lopez, S.P., Peon, J.M.M. & Ordas, C.J.V. (2004), “Managing Knowledge: The Link between Culture and Organizational Learning”, Journal of Knowledge Management, 8(6): 93-104.

  • Macneil, C. (2001), “The Supervisor as a Facilitator of Informal Learning in Work Teams”, Journal of Workplace Learning, 13 (6): 246- 53.

  • March, J.G. & Simon, H.A. (1958), Organizations, Wiley, Chichseter

  • Martin, A. (2007), “The Future of Leadership: Where Do We Go from Here?” Industrial and Commercial Training,39, (1): 3-8.

  • Maurik, J. V. (1999), The Effective Strategist: Key Skills for All Managers, Gower, London. McCall, M.W. Jr. & Hollenback, G.P. (2002), Developing Global Executives: the Lessons of International Experience, Harvard Business School Press, Boston, MA.

  • Morrison, A. J. (2000), “Developing a Global Leadership Model”, Human Resource Management, 39 (2/3): 117-32.

  • Nonaka, I. (1994), “A Dynamic Theory of Organizational Knowledge”, Creation, Organization Science, 5: 14-37

  • O’Dell, I. & Grayson, C.J. (1998), If only We Know What We Know, The Free Press, New York, NY.

  • Pan, S. L. & Scarborough, H. (1999), “Knowledge Management in Practice: An Exploratory Case Study of Buckman Labs”, Technology Analysis and Strategic Management, 11(3): 359-74.

  • Pascarella, P. (1997), “Harnessing Knowledge”, Management Review, 86(9):37-40.

  • Peddler, M. (2002), “Accessing Local Knowledge: Action Learning and Organizational Learning in Walsall”, Human Resource Development International,5 (4): 523-40.

  • Pemberton, J.D. & Stonehouse, G.H. (2000), “Organizational Learning and knowledge assets – an essential partnership”, The Learning Organization,7(4):184-94.

  • Pillania, R. K. (2007), “Leveraging which Knowledge in the Globalization Era? Indian Facet”, The Learning Organization,14 (4): 313-20.

  • Popper, M. & Lipshitz, R. (2000), “Installing Mechanisms and Instilling Values: The Role of Leaders in Organizational Learning”, The Learning Organization,7(3):135-44.

  • Sadler, P. (2001), “Leadership and Organizational Learning”, in Dierkes, M., Antal, A. B., Child, J. and Nonaka, I. (eds.), Handbook of Organizational Learning and Knowledge, Oxford University Press, Oxford.

  • Scarborough, H., Swan, J.,& Preston, J. (1999), “Knowledge Management: A Literature Review”, Issues in People Management, Institute of Personnel and Development, London.

  • Senge, P. (1990), The Fifth Discipline: The Art and Practice of the Learning Organization, Doubleday Currency, New York.

  • Senge, P.M. (2000), “Reflection on a leaders’ New Work: Building Learning Organization”, in D. Morey and B. Thuraisingham (eds.), Knowledge Management: Classic and Contemporary Work, MIT Press Cambridge, MA.

  • Shrivastava, P. (1983), “Typology of Organizational Learning Systems”, Journal of Management Studies, 20: 7-28.

  • Shukla, M. (1997), Competing through Knowledge: Building a Learning organization, Response Books, Sage Publications, New Delhi.

  • Smith, M.M. (2002), Chris Argyris: Theories of Action, Double-Loop Learning and Organizational Learning, 14 July, available at: www.infed.org/thinkers/argyris.htm (accessed 27 January 2008).

  • Spinello, R.A. (2000), “The Knowledge Chain”, in Cortada, J.W. and Woods, J.A. (eds), The Knowledge Management Yearbook 2000- 20011, Butterworth-Heinemann, Woburn.

  • Stewart, T. A. (1997), Intellectual Capital: The New Wealth of Organizations, Doubleday/ Currency, New York.

  • Swan, J., Scarborough, H. & Preston, J. (1999), “Knowledge Management – the Next Fad to Forget People?”, Proceedings of the 7th European Conference on Information Systems, Copenhagen, June.

  • Wiig, K.M. (1993), Knowledge Management Foundations: Thinking about Thinking, How People and Organizations Create, Represent and Use Knowledge, Schema Press, Arlington, TX.

  • Wijnhoven, F. (2001), “Acquiring Organizational Learning Norms: a Contingency Approach for Understanding Deutero Learning”, Management Learning, 32(2):181-200.

  • Zahra, S.A., (1999), “The Changing Rules of Global Competitiveness in the 21st Century”, The Academy of Management Executive, 13(1): 36-42.


Abstract Views: 368

PDF Views: 0




  • Leadership & Organizational Learning in Knowledge Management Practices in Global Organizations

Abstract Views: 368  |  PDF Views: 0

Authors

Sanjay Kumar Singh
OB & HRM, Institute of Management Technology Ghaziabad 201001

Abstract


This study attempts to find out potent organizational level variable(s) affecting the knowledge management processes and also to design a framework to be used by the firms. Based on the extensive review of literature relating to the practice of knowledge management in enterprises, an integrative framework with practical orientation is presented. The learning at an organizational level is a necessary precondition for becoming a knowledge managing company but the discipline of organizational learning thrives under higher form of leadership practices in operation. The framework developed could be customized to the needs of a particular business entity. The research framework articulates leadership practices in conjunction with organizational learning impacting knowledge management in the enterprise.

References