Siu Loon Hoe

Structural and informal knowledge acquisition and dissemination in organizational learning: An exploratory analysis

Purpose – The topic of organizational learning is populated with many theories and models; many relate to the enduring organizational learning framework consisting of knowledge acquisition, knowledge dissemination, and knowledge use. However, most of the research either emphasizes structural knowledge acquisition and dissemination as a composite construct, or focuses solely on the structural aspect of knowledge acquisition and dissemination. The primary objective of this study is to develop and test a model of organizational learning that incorporates both structural and informal knowledge acquisition and dissemination and as separate processes. The predictors of these processes are also proposedDesign/methodology/approach – A model of organizational learning that incorporates both structural and informal knowledge acquisition and dissemination constructs, along with three predictors of these organizational learning constructs were developed and quantitatively tested.Findings – An inference to the researc...

Is interpersonal trust a necessary condition for organisational learning

Abstract The organisational behaviour and management literature has devoted a lot attention on various factors affecting organisational learning. While there has been much work done to examine trust in promoting organisational learning, there is a lack of consensus on the specific type of trust involved. The purpose of this paper is to highlight the importance of interpersonal trust in promoting organisational learning and propose a research agenda to test the extent of interpersonal trust on organisational learning. This paper contributes to the existing organisational learning literature by specifying a specific form of trust, interpersonal trust, which promotes organisational learning and proposing a future research direction. The paper is organised as follows: firstly, a common conceptualisation of organisational learning is revisited. Secondly, the existing literature on trust reviewed and salient points on how interpersonal trust enhances organisational learning discussed. Finally, a research agenda to test the extent of interpersonal trust on organisational learning is being set out.

Shared vision: a development tool for organizational learning

Purpose – The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to examine the effect of shared vision on organizational learning. The purpose of this paper is to highlight the importance of shared vision as a development tool to build an organizational learning capability.Design/methodology/approach – The existing shared vision and organizational learning literature was reviewed, and the salient points on how shared vision promotes organizational learning discussed.Practical implications – The paper offers a view on how leaders can use shared vision to develop organizational learning capability. Practicing managers would then be able to help promote organizational learning with the shared vision as a guide on what to learn from the internal and external environment.Originality/value – This paper contributes to the existing organizational learning and leadership literature by introducing the idea...

Benefiting from customer and competitor knowledge: A market‐based approach to organizational learning

Purpose – The purpose of this paper is to review the organizational learning, market orientation and learning orientation concepts, highlight the importance of market knowledge to organizational learning and recommend ways in adopting a market‐based approach to organizational learning.Design/methodology/approach – The extant organizational learning and market orientation literature was reviewed, and the salient points on how adopting a market‐based approach to organizational learning promotes competitive advantage are discussed.Findings – Organizational behavior scholars have devoted a lot attention on the factors and conditions affecting organizational learning. The end outcome, of course, is to improve organizational performance. Marketing scholars, on the other, focused on the effect of market orientation on organizational performance. Regardless of the different perspectives, both disciplines agree that an organizations long‐term survival depends on its ability to generate new knowledge and continuou...

Measuring an organization's innovation climate: a case study from Singapore

Purpose – The article aims to discuss the six key factors that were proposed and included in the design of a customized innovation climate questionnaire.Design/methodology/approach – The implementation case study of an innovation climate survey for a Singapore‐based real estate group is presented. In particular, the design of the questionnaire and selection of key factors to be measured are discussed.Findings – While not a “rigorous” instrument in the academic sense, the article can guide managers and organization development professionals to better gauge an organizations innovation climate and deepen the understanding of innovation culture.Originality/value – This article contributes to the existing innovation culture literature by providing a case study and deeper understanding of key factors to be measured in an innovation climate survey. These factors include shared vision, management support, community, individual creativity, implementation and motivators.

Action learning: reflections of a first‐time coach

Purpose – In recent years, action learning has been widely adopted as a problem solving and leadership development tool. The purpose of the article is to reflect on key learning points when initiating action learning sessions and provide tips on what to expect from such sessions.Design/methodology/approach – Documentation of the authors initial first‐hand action learning coaching experience and sharing of lessons learnt in organizing and coaching action learning sessions.Findings – The paper offers a view on how action learning practitioners can overcome initial coaching issues to run more effective sessions.Originality/value – This article contributes to the existing action learning literature by providing a deeper understanding of key factors affecting action learning. These factors include team member selection, role of the coach, questioning techniques and desired outcomes.

Perceptions becoming reality: bridging the market knowledge gap

Purpose – Organizations constantly strive to learn about new market trends and ideas to stay ahead of the game. However, with an increased demand of market knowledge, how does the organization motivate employees to constantly acquire and disseminate market knowledge? The purpose of this paper is to highlight the perceived importance of market knowledge in promoting continuous employee acquisition and dissemination of customer and competitor knowledge.Design/methodology/approach – The perceived importance of market knowledge concept is highlighted and discussed.Findings – The paper offers a view on how management could address the increased demand for market knowledge and how the development and learning team could provide further support to close this gap.Originality/value – This paper contributes to the existing organizational learning literature by suggesting simple yet effective ways in which management emphasis of market knowledge can bridge the market knowledge gap and promote organizational learning.

Transforming finance for the future

Abstract Significant changes in external market conditions have resulted in operations placing greater demands on the finance function. Traditional finance departments are increasingly expected to deliver more value and be more proactive in supporting the organizations overall business strategies. Unfortunately, many finance departments are not yet ready to meet such challenges. This article proposes a transformation process to reorganize present day finance functions to become a finance of the future. The proposed process applies tools such as best practices, outsourcing and technology to achieve a desired future outcome.

Organisational Learning: Conceptual Links to Individual Learning, Learning Organisation and Knowledge Management

Organisational learning has over the years been subject of much study by scholars and managers. In the process, the organisational learning concept has been linked to many other knowledge concepts such as individual learning, learning organisation, and knowledge management. This paper draws from existing literature in organisational behaviour, human resource management, marketing, and information management, to further develop the conceptual links between organisational learning and these knowledge concepts. The paper discusses the characteristics of organisational learning and emphasises its link to individual learning, the learning organisation, and knowledge management. It contributes to the conceptual and theoretical understanding of organisational learning and its relationship to these knowledge concepts from a multidisciplinary perspective.

Differentiating knowledge processes in organizational learning: a case of “two solitudes”

The fields of organizational behavior (OB)/strategy and marketing have taken different paths over the past two decades to understanding organizational learning. OB/strategy has been pre-occupied with theory development and case study illustrations, whereas marketing has taken a highly quantitative path. Although relying on essentially the same foundation theory, the two disciplines have had minimal crossfertilization. Furthermore, both fields tend to blur or usually ignore the distinction between structural and informal knowledge processes. The purpose of the paper is to highlight the distinction between informal and structural knowledge acquisition and dissemination processes and propose new definitions to differentiate them. Future research should bring together cross-disciplinary studies from OB/strategy and marketing to develop an organizational learning framework to test structural knowledge processes alongside informal knowledge processes.