Modern organizations have been increasingly regarding knowledge as the priority because most of the empirical paradigms have proved that knowledge can bring considerably high standard performance to organizations (Uriarte, 2008). Thus, managing knowledge inside companies is currently an important topic to study. Information management and human resource management are two main aspects of knowledge management (KM) where organizations can create and utilize innovative ideas by transforming tacit knowledge into explicit knowledge. The aim, obviously, is to make organizational knowledge more productive and enlarge organizations’ competitive advantage. In fact, companies with successful knowledge management often clearly recognize learning and sharing
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To be more specific, effective and quick reflections to changing business environment are essential to companies, without which may lead companies lose competitive advantage. Organizational learning can considerably help to improve the capability by effectively managing information processing activities, like finding out emerging markets. That allows companies to make more appropriate decisions and adjustments than their competitors (Dickson etal, 2001). Precisely gathering that relevant information can often help companies anticipate the trend of markets and then realize exact routines that are operative currently. On the other hand, learning links with performing (Gorelick Carol & Brigitte Tantawy‐Monsou, 2005). Companies which aim to improve capacities, including employees’ skills and knowledge, should be able to transfer work activities to individuals and teams, thus to improve companies’ performance. Learning organizations usually can promote strategic flexibility through employee learning and development process (M.L. Santos-Vijande et al., 2010). During that process, employees can specifically identify their company’s knowledge and develop their practical working skills through demonstrating what they have learnt. Take for example Communities of Practice (CoP), where learning is mostly informal and
To be more specific, effective and quick reflections to changing business environment are essential to companies, without which may lead companies lose competitive advantage. Organizational learning can considerably help to improve the capability by effectively managing information processing activities, like finding out emerging markets. That allows companies to make more appropriate decisions and adjustments than their competitors (Dickson etal, 2001). Precisely gathering that relevant information can often help companies anticipate the trend of markets and then realize exact routines that are operative currently. On the other hand, learning links with performing (Gorelick Carol & Brigitte Tantawy‐Monsou, 2005). Companies which aim to improve capacities, including employees’ skills and knowledge, should be able to transfer work activities to individuals and teams, thus to improve companies’ performance. Learning organizations usually can promote strategic flexibility through employee learning and development process (M.L. Santos-Vijande et al., 2010). During that process, employees can specifically identify their company’s knowledge and develop their practical working skills through demonstrating what they have learnt. Take for example Communities of Practice (CoP), where learning is mostly informal and