Defining and Creating Organizational Knowledge Performance

The literature on organizational learning has been described as “volcanic” (Easterby-Smith, Crossan & Nicolini, 2000) because of the persistent volume of studies on the construct, and some refer to it as a core idea in organizational theory (Prange, 1999). Yet, there has been conceptual and defi...

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Autor principal:	Karen E. Watkins
Formato:	article
Lenguaje:	CA EN ES
Publicado:	Universitat Autònoma de Barcelona 2016
Materias:	learning organizations knowledge performance informal learning Education (General) L7-991
Acceso en línea:	https://doaj.org/article/aeaeecd274e949c79b63f7f43ed6e6d5
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spelling	oai:doaj.org-article:aeaeecd274e949c79b63f7f43ed6e6d52021-12-05T18:03:59ZDefining and Creating Organizational Knowledge Performance10.5565/rev/educar.8110211-819X2014-8801https://doaj.org/article/aeaeecd274e949c79b63f7f43ed6e6d52016-12-01T00:00:00Zhttps://educar.uab.cat/article/view/811https://doaj.org/toc/0211-819Xhttps://doaj.org/toc/2014-8801The literature on organizational learning has been described as “volcanic” (Easterby-Smith, Crossan & Nicolini, 2000) because of the persistent volume of studies on the construct, and some refer to it as a core idea in organizational theory (Prange, 1999). Yet, there has been conceptual and definitional confusion (Crossan, Lane & White, 1999; Templeton, Lewis & Snyder, 2002). In this paper, I trace the evolution of the theory of organizational learning to its manifestation in theories of the learning organization and the consequent impact on knowledge performance. The ideas of a learning organization or of organizational learning capability help leaders translate organizational learning into organizational capacities. Finally, the role of informal learning as a strategy to create a learning culture and enhance knowledge performance is explored.Karen E. WatkinsUniversitat Autònoma de Barcelonaarticlelearning organizationsknowledge performanceinformal learningEducation (General)L7-991CAENESEducar, Vol 53, Iss 1 (2016)
institution	DOAJ
collection	DOAJ
language	CA EN ES
topic	learning organizations knowledge performance informal learning Education (General) L7-991
spellingShingle	learning organizations knowledge performance informal learning Education (General) L7-991 Karen E. Watkins Defining and Creating Organizational Knowledge Performance
description	The literature on organizational learning has been described as “volcanic” (Easterby-Smith, Crossan & Nicolini, 2000) because of the persistent volume of studies on the construct, and some refer to it as a core idea in organizational theory (Prange, 1999). Yet, there has been conceptual and definitional confusion (Crossan, Lane & White, 1999; Templeton, Lewis & Snyder, 2002). In this paper, I trace the evolution of the theory of organizational learning to its manifestation in theories of the learning organization and the consequent impact on knowledge performance. The ideas of a learning organization or of organizational learning capability help leaders translate organizational learning into organizational capacities. Finally, the role of informal learning as a strategy to create a learning culture and enhance knowledge performance is explored.
format	article
author	Karen E. Watkins
author_facet	Karen E. Watkins
author_sort	Karen E. Watkins
title	Defining and Creating Organizational Knowledge Performance
title_short	Defining and Creating Organizational Knowledge Performance
title_full	Defining and Creating Organizational Knowledge Performance
title_fullStr	Defining and Creating Organizational Knowledge Performance
title_full_unstemmed	Defining and Creating Organizational Knowledge Performance
title_sort	defining and creating organizational knowledge performance
publisher	Universitat Autònoma de Barcelona
publishDate	2016
url	https://doaj.org/article/aeaeecd274e949c79b63f7f43ed6e6d5
work_keys_str_mv	AT karenewatkins definingandcreatingorganizationalknowledgeperformance
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Defining and Creating Organizational Knowledge Performance

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