Divergent approaches and converging views: Drawing sensible linkages between knowledge management and organizational learning
Document Type
Conference Paper
Abstract
Knowledge management (KM) and organizational learning (OL) have developed in both divergent and convergent ways. In particular, these fields have relatively distinct intellectual traditions and conditions that gave rise to disciplines, as well as a certain level of disparity in research focus and view of knowledge. For example, KM focuses more on the content of knowledge and products of managing the knowledge, while OL emphasizes the process of meaning creation, decision making, and growth of learning capability. The two literatures also reveal, however, convergences with regard to the nature of knowledge and knowledge sharing in the organizational context. Thus the two fields have started to establish a consolidated view of knowledge, in which knowledge is related to practice and situated in the historical, social, and cultural context where it is created and acquired. In addition, both fields recognize the multi-level nature of knowledge and learning and are striving to bridge the gap between individual knowledge and collective memories.
Publication Title
Proceedings of the 36th Annual Hawaii International Conference on System Sciences, HICSS 2003
Publication Date
1-1-2003
ISBN
9780769518749
DOI
10.1109/HICSS.2003.1174260
Keywords
couplings, knowledge management, content management, decision making, cultural differences, bridges, impedance, trademarks
Repository Citation
Zhang, Jing and Faerman, S. R., "Divergent approaches and converging views: Drawing sensible linkages between knowledge management and organizational learning" (2003). School of Management. 60.
https://commons.clarku.edu/faculty_school_of_management/60