Swee C. Goh

Managing effective knowledge transfer: an integrative framework and some practice implications

One of the major challenges an organization faces is to manage its knowledge assets. Increasingly, the use of knowledge is seen as a basis for competitive advantage. This paper explores the key factors that have been cited as significant influences on the ability to transfer knowledge, an important area of knowledge management. Each of these factors is discussed separately and then integrated into a conceptual framework to explain how effective knowledge transfer can be managed in an organization. A set of managerial implications, or a qualitative assessment approach, is also discussed. It is framed as organizational characteristics and managerial practices required to establish an effective knowledge transfer process in an organization. Conclusions are drawn about the complexity of managing knowledge transfer and the need to take a balanced approach to the process.

Benchmarking the learning capability of organizations

Implementation of organizational learning is complicated by the lack of a systematic approach that includes the measurement of learning capability. We propose that by identifying and measuring the essential organizational characteristics and management practices that promote organizational learning, one could develop a benchmark of learning capability that would enable managers to design interventions to overcome specific barriers in building a learning organization. Based upon a review of the literature, we developed an Organizational Learning Survey (OLS) to measure learning capability. Our research with five different organizations indicates that the OLS does discriminate between organizations on those characteristics important to learning. We also discuss the implications of using such an approach for intervention and change in building more effective learning organizations. The paper also discusses other perspectives of organizational learning, some of the limitations of the OLS measurement scale and future research directions.

Improving organizational learning capability: lessons from two case studies

This paper describes a diagnostic tool to benchmark improvements in an organization’s learning capability over time. This diagnostic tool was used by two different organizations that embarked on a change program to improve their learning capability. Access to these two organizations has allowed a diagnostic measure of their learning capability on a longitudinal basis. Measures were taken prior to change efforts being implemented to improve learning capability and then two to three years later to assess whether any improvements have been achieved. Other qualitative information on the interventions they implemented to improve their learning capability was also obtained. The paper draws from these two case studies some conclusions and implications for managing change and specifically for improving the learning capability of an organization.

The Relationship of Organization Structure and Interpersonal Attitudes to Role Conflict and Ambiguity in Different Work Environments

Role conflict and role ambiguity were investigated in relation to structural and interpersonal variables. Role conflict was not related to either structural or interpersonal variables in a producti...

The Relationship between Learning Capability and Organizational Performance: A Meta-Analytic Examination.

Purpose – The purpose of this paper is to present a meta‐analysis of a subset of published empirical research papers that measure learning capability and link it to organizational performance. It also seeks to examine both financial and non‐financial performance.Design/methodology/approach – In a search of published research on learning capability and organizational performance, the authors identified 33 articles that met criteria for inclusion in the meta‐analysis. Both objective and perceptual measures of organizational performance were considered to be acceptable. The data were analyzed using the Hunter and Schmidt meta‐analysis software.Findings – The findings support a positive relationship between learning capability and organizational performance, with stronger results for non‐financial than financial performance. This has significant implications for justifying the investment in building a learning capability in organizations. Recommendations for managers are provided, such as the use of learning ...

The Organizational Performance of Learning Companies: A Longitudinal and Competitor Analysis Using Market and Accounting Financial Data.

Purpose – A growing body of literature on organizational learning suggests that companies or organizations with a learning capability can gain a competitive advantage. The argument is that learning organizations are better at knowledge transfer and generating new knowledge to solve problems. The objective of this study is to examine empirically if learning companies are more competitive and better performers than their competitors.Design/methodology/approach – This study examines a portfolio of learning companies and a set of their competitors, looking at their financial performance over a significant period. Learning companies were selected based on content analysis of the published literature. Competitors were selected from an existing top 500 companies listing matched to the learning companys business domain. This study compares their performance using both market and accounting financial data.Findings – The data show that learning companies demonstrate strong performance in financial markets over tim...

Sex differences in perceptions of interpersonal work style, career emphasis, supervisory mentoring behavior, and job satisfaction

This study examined the perceptions of career-oriented men and women with respect to their interpersonal work style, career emphasis, supervisory behavior, and job satisfaction based on their current or most recent work experience. The results show that women subjects in this study perceived themselves to be less assertive in work situations and also continued to emphasize home life over their career success and advancement when compared to men. In the context of supervisory behavior, women subjects perceived male supervisors as exhibiting less mentioning behavior towards them and had lower job satisfaction when compared to male subjects under male supervisors in the study. Some implications of these results with respect to training and career management were also discussed.

Data Use Leads to Data Valuing: Evaluative Inquiry for School Decision Making

Despite growing interest in evaluative inquiry as a trigger for development of organizational learning capacity, there exists a paucity of empirical research in this area. This is particularly the case in the context of schools, where systematic inquiry to support decision making and problem solving is hardly a mainstream activity. The purpose of the present inquiry was to examine the nature and benefits of systematic inquiry in schools and to understand forces that serve to enhance or impede schools propensity to embrace evaluative inquiry as a support for decision making. We selected four schools that, on the basis of a prior field survey, scored relatively high on organizatinal learning capacity, evaluative inquiry, organizational readiness for evaluation, and evaluation processes. Interview, focus group, and document data were collected on two site visits. Results show considerable breadth in inquiry activities to which a range of benefits accrue. Among the most salient factors supporting school-based evaluative inquiry were leadership and an increase in valuing of data as a result of using them. We discuss the results in terms of their implications for further research. This study is funded by a grant from The Social Sciences and Humanities Research Council of Canada, grant No. 410-2001-0653. The conclusions drawn are those of the authors’ and do not necessarily reflect Council Policy. A previous version of this paper was presented at the annual meeting of the Canadian Evaluation Society. The authors acknowledge the assistance and support of Linda Lee and Afroditi Tsarouhaus.

Making performance measurement systems more effective in public sector organizations

Purpose – Performance management in public sector organizations is a growing phenomenon worldwide. Increasingly, questions are being raised as to its effectiveness in achieving the objective of improving the performance of public sector organizations. Research has shown that there seems to be questionable benefits and many barriers, challenges and problems with implementing performance management and measurement in the public sector environment. The purpose of this paper is to argue that this is due to the lack of focus on the process of managing the implementation of performance measurement. The author aims to review the relevant extant literature to support these assertions and to provide a conceptual framework that integrates these ideas.Design/methodology/approach – This paper reviews the extant literature on public sector performance management and measurement and develops a conceptual framework to explain how public sector performance measurement systems can be made more effective in light of the re...

Teamwork, organizational learning, patient safety and job outcomes

PURPOSE This article aims to encourage healthcare administrators to consider the learning organization concept and foster collaborative learning among teams in their attempt to improve patient safety. DESIGN/METHODOLOGY/APPROACH Relevant healthcare, organizational behavior and human resource management literature was reviewed. FINDINGS A patient safety culture, fostered by healthcare leaders, should include an organizational culture that encourages collaborative learning, replaces the blame culture, prioritizes patient safety and rewards individuals who identify serious mistakes. PRACTICAL IMPLICATIONS As healthcare institution staffs are being asked to deliver more complex medical services with fewer resources, there is a need to understand how hospital staff can learn from other organizational settings, especially the non-healthcare sectors. ORIGINALITY/VALUE The paper provides suggestions for improving patient safety which are drawn from the health and business management literature.