Purpose – This study aims to explore the impact of affect‐based and cognition‐based trust of co‐workers on the willingness of professionals to share and use tacit knowledge.Design/methodology/approach – The relationships were examined through data provided by a sample of 202 professionals and managers in world headquarters of an international organization.Findings – The levels of both types of trust influence the extent to which staff members are willing to share and use tacit knowledge. Affect‐based trust has a significantly greater effect on the willingness to share tacit knowledge, while cognition‐based trust plays a greater role in willingness to use tacit knowledge.Research limitations/implications – The data are cross‐sectional and were also collected in one organization. Future studies should consider longitudinal designs across multiple organizations. Alternatively, archival information could be used to measure actual tacit knowledge sharing and use among co‐workers.Practical implications – The re...

Trust and tacit knowledge sharing and use

Myriad frameworks have been developed for knowledge management However, the field has been slow in formulating a generally accepted, comprehensive framework for knowledge management This paper reviews the existing knowledge management frameworks and provides suggestions for what a general framework should include The distinguishing feature of this research is that it emphasizes placing knowledge management in a larger context of systems thinking so that the influencing factors on its success or failure can better be recognized and understood

A systems thinking framework for knowledge management

Aims to analyze how the organizational culture impacts knowledge management, organizational learning and ultimately the performance of the firm. The degree to which collaborative culture influences organizational learning and performance is investigated for 195 Spanish firms. The technique used was structural equation modeling (SEM). The results show, first of all, that collaborative culture encourages the development of organizational learning, which at the same time, has a significant effect on business performance. And, second, it is highlighted that collaborative culture does not constitute in itself a source of competitive advantages. Collaborative culture must modify, through learning, the organization’s guidelines and attitudes in order to improve competitive performance. Perhaps the most significant limitation of the study is associated with the use of cross‐sectional data. While we presented and tested models in which we assumed a causal flow from collaborative culture to organizational learning to organizational performance, there is the possibility that these relationships may occur in reverse order. In future researches it would be interesting to analyze the influence that other variables, such organizational structure, leadership and corporate strategy have on learning. The establishment of a knowledge strategy can be determined by a global approach, which affects all fields in organization. For knowledge management initiatives to be truly effective must take into account the social contexts in which learning take place. Culture need to be re‐examined in light of its role in managing the overall organizational learning infrastructure. This study provides empirical evidence for the hypothesis that collaborative culture influences organizational learning which in turn influences business performance. The current study provides some understanding of the manner in which collaborative culture influence organizational outcomes.

Managing knowledge: the link between culture and organizational learning

https://isiarticles.com/bundles/Article/pre/pdf/2597.pdf

Entrepreneurship: Its relationship with market orientation and learning orientation and as antecedents to innovation and customer value

The main purpose of this exploratory study was to examine the relationship between certain learning organization characteristics and change adaptation, innovation, and bottom-line organizational performance. The following learning organization characteristics were found to be the strongest predictors of rapid change adaptation, quick product or service introduction, and bottomline organizational performance: open communications and information sharing; risk taking and new idea promotion; and information, facts, time, and resource availability to perform one's job in a professional manner.

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Examining the relationship between learning organization characteristics and change adaptation, innovation, and organizational performance

Importance of becoming a learning organization learning organization model organizational transformation knowledge management technology in learning organizations people empowerment learning dynamics companies that are leading the way building your organization.

Michael J. Marquardt

Papers

Building the learning organization : a systems approach to quantum improvement and global success