The book invites scholars, managers, and practitioners to reflect upon the repertoire of knowledge they possess and yet cannot articulate. Get A Copy.
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The bottom-up approach - Human Business
Showing Rating details. Third, drawing on the three-lens framework, the book presents a phenomenological enquiry on knowing and organizing processes within two large car-manufacturing plants at Fiat Auto, Italy. The book highlights the need to re-think organizational knowledge from an action-based perspective, and suggests a new vocabulary for understanding knowledge-oriented phenomena in organizations.
Keywords: information age , knowledge society , strategy , organization , car manufacturing , Fiat Auto. Forgot password? Don't have an account? All Rights Reserved. OSO version 0. University Press Scholarship Online. Sign in. Not registered? Sign up. Transfer process to OL is synthesized by "what people learn know-what and how they understand and apply this learning know-how.
Memory plays an active role in a learning process. In a transfer mechanism, mental models are an excellent way to share knowledge and to make it independent from individuals. Organizational memory is an agglomerate of individual's memory, composed by data, information and knowledge.
For those three levels of learning, five retention facilities are available: . The big deal of organizational memory is its availability to be used and re-used. It could represent a competitive advantage but its value is often underestimated because of the complexity to calculate it, even though sometimes employee's, customer's, supplier's, capital's and top management's memory values are budgeted.
Organization's memory needs technological solutions on its side. Technology is often associated with information or communication technology IT which relates to different software solutions that support the organization's memory and ease the transfer of knowledge. Technology can open for example new ways of communicating, but it is different to find a shared acceptance for its utilization. IT is an enabler for codifying and distributing data and information as well as both tacit and explicit knowledge. Different repositories are used within organization to store corporate knowledge as an extension for the memory.
Maintaining organizational memory is enabler for efficient and effective processes and routines but most of all for profitable business. Culture is considered as the holding strength between members of an organization. Culture brings a representation of past learning and an instrument to communicate it through the organization. Finding shared vision is important to enable the adaptation of new systems and technologies that can be accepted by the organization and its members.
Sharing a culture and encouraging knowledge sharing allows more efficient transfer of knowledge in organization between its levels. Willingness to inquire can also be related to differences between culture groups or culture of multicultural organizations in general. Status, modesty, fear of embarrassment, etc. When the information is not shared due to hoarding based on cultural differences it becomes a major barrier in business.
Different influential factors regarding characteristics of an organizational culture especially in knowledge-centered cultures affect the processes of knowledge management. Organizations are evolving, which is sometimes causing interpretation of experiences more complex. Team members that are geographically apart,  : may only have an option to learn virtually through electronic devices instead of face-to-face. Technology in this case affects the identity and learning patterns of the community.
Developed by Crossan, Lane and White the 4I framework of organizational learning consists of four social processes; intuiting, interpreting, integrating and institutionalizing. It is proposed by Crossan et al. A pivotal characteristic of the framework is the relationship and interplay between action and cognition that it assumes and portrays. It is a framework that was developed to specifically address the phenomenon of strategic renewal. Schilling and A. Kluge have contributed to the M.
Crossan, H. Lane and R. White 4I framework of organizational learning by identifying the barriers to the learning process. There is a wide variety of barriers in every level of each learning process identified as actional-personal, structural-organizational and societal-environmental.
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Actional-personal barriers include such as individual attitudes, thinking, and behavior. Structural-organizational barriers are based in organizational technology, strategy, culture and formality of regulations. In addition to the 4I model, environment is also considered as relevant at all individual, group and organization levels and that is why societal-environmental barriers are also considered.
Intuition process barriers are related to individual's lack of motivation or such as what is the freedom in the organization to 'think out of the box'. Societal-environmental barriers of intuition process relate e. Interpretation process barrier can be e. Integration process barriers that take place at the organizational level can be such as the willingness to maintain positive self-image or the fear of punishment. If the idea is against beliefs commonly held in the industry, the whole sector might reject the idea. A major barrier is, if there is no top management's support for the innovative idea.
A barrier to institutionalization process is when something previously learned has been forgotten — an innovation or lesson has not been put to practice so that it would become embedded into the structure, procedures and strategy. Some teams or employees may not have enough skills or knowledge to absorb the innovation or there is not enough trust towards the innovation.
Management may also have a lack of skills to implement the innovation. Several challenges may be identified during the organizational learning process. Milway and Saxton suggest three challenges related to goals, incentives and processes. Generational issues and employee turnover are also challenges that organizations might have to consider. From Wikipedia, the free encyclopedia. Action learning Activity theory Air-defense experiments Ambidextrous organization Collaborating, learning and adapting Collaborative learning Community of innovation Community of inquiry Community of practice Cultural-historical activity theory Just-in-time learning Knowledge capture Knowledge organization Learning network Organization workshop Organizational memory Sociomapping Strategic Choice Theory Success trap Text and conversation theory Value network Value network analysis.
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Patents: An Overview and Analysis". Research Policy. Working knowledge. The Knowledge Creating Company. New York: Oxford University Press. Cambridge, Mass. August