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Knowledge Management and Organisational Learning: Objectifying a Synergetic Liaison within the Learning Organisation

International Journal of Knowledge Management and Practices

Volume 3 Issue 1

Published: 2015
Author(s) Name: Shaunak Roy | Author(s) Affiliation: Student, Post Graduate Department of Commerce, St. Xavier’s College, Kolkata, West Bengal, India
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The rapid evolution of our intensely connected global economy translates into the imperativeness of developing knowledge capabilities. The pioneers of knowledge management have developed valuable tools and approaches. For centuries, scientists, philosophers, and intelligent laymen have been concerned about creating, acquiring, and communicating knowledge and improving the re-utilization of knowledge. However, it is only in the last decade or so that Knowledge Management (KM) has evolved as a discipline, especially on the maps of strategy consultants and conference organizers. KM is harboured on the premise that, organizations, much like their human figments, are incapable of completely harnessing their retained knowledge. Through KM, organizations seek to acquire or create potentially useful knowledge and to make it available to those who can use it at a time and place that is appropriate for them to achieve maximum effective usage in order to positively influence organizational performance. In this context, it is opined that organizational learning (OL) is complementary to KM. OL is accountable for embedding what has been instilled into the fabric of the organization. In this endeavor, a conceptual model shall be developed which shall seek to unravel the symbiosis between KM and OL through the management of knowledge-related assets, thereby ensuring effective organization of ICT resources as well as workforce dynamics in the learning organization.

Keywords: Knowledge Management (KM), Organisational Learning (OL), Learning Organisation, Knowledge-Related Assets, Strategic KM, Operational KM

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