Showing papers in "Knowledge Management Research & Practice in 2006"
TL;DR: Knowledge management has emerged as an important field for practice and research in information systems and is building on theoretical foundations from information economics, strategic management, organizational culture, organizational behavior, organizational structure, artificial intelligence, quality management, and organizational performance measurement as mentioned in this paper.
Abstract: Knowledge management has emerged as an important field for practice and research in information systems. This field is building on theoretical foundations from information economics, strategic management, organizational culture, organizational behavior, organizational structure, artificial intelligence, quality management, and organizational performance measurement. These theories are being used as foundations for new concepts that provide a rationale for managing knowledge, define the process of managing knowledge, and enable us to evaluate the results of this process. Based on articles published between 1995 and 2005, new concepts are emerging, including knowledge economy, knowledge alliance, knowledge culture, knowledge organization, knowledge infrastructure, and knowledge equity. An analysis of the theoretical foundations of knowledge management reveals a healthy arena with a strong foundation and clear directions for future work.
384 citations
TL;DR: It is not merely the case that trust rests on imperfect bases which leave a residual gap that needs to be crossed, but by successfully crossing the gap, trust also validates those bases and helps to generate and maintain the reasons, institutions and processes from which it first springs.
Abstract: y it is crucial to recognise how the leap of faith interacts with reason, routine, and reflexivity in trust. It is not merely the case that trust rests on imperfect bases which leave a residual gap that needs to be crossed. Rather, by successfully crossing the gap, trust also validates those bases. In other words, the leap of faith helps to generate and maintain the reasons, institutions and processes from which it first springs and, hence, it is truly crucial for our understanding of trust and its bases. If this is generally recognised, then I have high positive expectations as to the future benefits that trust research can bring to the social sciences. (p. 198)
219 citations
TL;DR: In this article, the authors developed a research model examining how organizational support influences the intention to facilitate knowledge sharing through organizational perceptions of innovation characteristics (perceived relative advantage and compatibility) and interpersonal trust.
Abstract: Knowledge sharing can be viewed as an organizational innovation that has the potential to generate new ideas and develop new business opportunities through socialization and learning process of knowledge workers. Moreover, numerous scholars have proposed that interpersonal trust is an important facilitator of knowledge sharing. This study aims to develop a research model examining how organizational support influences the intention to facilitate knowledge sharing through organizational perceptions of innovation characteristics (perceived relative advantage and compatibility) and interpersonal trust. Data from a survey of senior executives in Taiwan were used to test the proposed research model. Confirmatory factor analysis was conducted to examine the validity of the measurement model, and the structural model also was analyzed to test the associations hypothesized in the research model. The results showed that organizational support is positively associated with organizational perceptions of innovation characteristics (perceived relative advantage and compatibility) and interpersonal trust, which in turn are positively related to organizational intention to facilitate knowledge sharing. Implications for organizations are also discussed.
175 citations
TL;DR: Tacit knowledge appears due to both experience with the particular objects it is applied to, and to general experiences as discussed by the authors, and it is suggested that in the interests of clarity use of the term should be limited to the latter.
Abstract: Tacit knowledge is important for organizations and management, but we lack adequate theory, and find conflicting claims about the concept. A review of empirical studies of tacit knowledge phenomena found the term has been applied to both articulable and inarticulable knowledge. It is suggested that in the interests of clarity use of the term should be limited to the latter. Tacit knowledge appears due to both experience with the particular objects it is applied to, and to general experiences. A solution to the problem of tacit knowledge explication is proposed, and implications of the study for both managerial and academic practice are outlined.
129 citations
TL;DR: There are very few monographs that cover strategic knowledge management, although a larger volume is available as discussed by the authors, although a large volume is not available in the Norwegian School of Management database.
Abstract: Petter Gottschalk, Norwegian School of Management BI, NorwayIdea Group Publishing, Hershey, PA, 2005There are very few monographs that cover strategic knowledge management, although a larger volume
95 citations
TL;DR: In this paper, the authors describe the development of a new construct, perceived value of knowledge (PVK), and show that PVK's relationship with intentions to share knowledge is illustrated (both qualitatively and quantitatively).
Abstract: Achieving value from knowledge has been illusive to the organization despite recent attempts to capitalize on it. An individual's willingness to share his or her knowledge is an essential factor in the organization benefiting from the knowledge it collectively possesses. Yet little is understood regarding what knowledge people are willing to share. This paper describes the development of a new construct, perceived value of knowledge (PVK). PVK's relationship with intentions to share knowledge is illustrated (both qualitatively and quantitatively). The qualitative study illustrates that it may influence the enablers and the barriers to knowledge sharing. The quantitative study found that PVK is positively related to intentions to share knowledge, while Uniqueness of Knowledge (a related but separate construct) is negatively related to intentions to share knowledge. Implications of perceived value of knowledge is discussed.
89 citations
TL;DR: In this paper, the authors present findings from a survey on knowledge management in small and medium-sized firms (SMEs) in Iceland, and analyze the extent, strategy and effects of knowledge management.
Abstract: This paper presents findings from a survey on knowledge management (KM) in small- and medium-sized firms (SMEs) in Iceland. It analyses the extent, strategy and effects of KM. The results indicate that more managers in SMEs need to consider the strengths and weaknesses of KM, and implement a formal KM strategy. Only 24% of Icelandic firms have a KM programme in place, and most of them have invested in simple information and communication technology technologies. The most common way of sharing tacit knowledge in Icelandic firms is encouraging face-to-face communication. The survey indicates that the benefits of KM programmes are quite positive even in SMEs. Accordingly, the research findings indicate that KM could improve organisational and managerial as well as financial aspects of SMEs. This research was carried out in only one country, and is based on a questionnaire. Its results should therefore be interpreted with care.
87 citations
TL;DR: This paper uses a case study approach to investigate the end-users’ requirements for the ‘live’ capture and reuse of knowledge methodology, and shortcomings of current practice in meeting these requirements.
Abstract: It is important that the knowledge generated on construction projects is captured and shared between project team members for continuous improvement, to prevent the ‘re-invention of the wheel’ and to avoid repetition of previous mistakes. However, this is undermined mainly by the loss of important insights and knowledge due to time lapse in capturing the knowledge, staff turnover and people's reluctance to share knowledge. To address this, it is crucial for knowledge to be captured ‘live’ in a collaborative environment while the project is being executed and presented in a format that will facilitate its reuse during and after the project. This paper uses a case study approach to investigate the end-users’ requirements for the ‘live’ capture and reuse of knowledge methodology, and shortcomings of current practice in meeting these requirements. A framework for the ‘live’ methodology that satisfies the requirements is then presented and discussed.
74 citations
TL;DR: In this paper, a case study based on four information technology R&D teams in Taiwan suggests that trust between a knowledge holder and a receiver may not exist, in fact, it can be connected by a mediator, although the use of social relationship in which trust is rooted in both host and visitor's trust of the mediator.
Abstract: This paper empirically examines knowledge sharing within innovation teams and explores the relationship between knowledge sharing and trust. This relationship has generally been identified in the literature as an important aspect of knowledge management. However, its pertinence to knowledge transfer within and between teams is less obvious. The case study based on four information technology R&D teams in Taiwan suggests that trust between a knowledge holder and a receiver may not exist. In fact, it can be connected by a mediator, although the use of social relationship in which trust is rooted in both host and visitor's trust of the mediator. Thus, trust may be substituted by the social relationship in certain specific contexts.
60 citations
TL;DR: Knowledge processes (knowledge creation, retention, and sharing) are influenced by organizational structure, and governance and coordination mechanisms as discussed by the authors, while project-based organizational systems are not influenced.
Abstract: Knowledge processes (knowledge creation, retention, and sharing) are influenced by organizational structure, and governance and coordination mechanisms. While project-based organizational s...
56 citations
TL;DR: The case studies in knowledge management as discussed by the authors provides an edited collection of 20 papers about knowledge management (KM) from a variety of enterprises (e.g., public and private, in banking, consulting, engineering, government agencies, military, and other organizations).
Abstract: Knowledge Management Research & Practice (2006) 4, 75–76. doi:10.1057/palgrave.kmrp.8500085 Case Studies in Knowledge Management provides an edited collection of 20 papers about knowledge management (KM). These papers depict a variety of enterprises (e.g., public and private, in banking, consulting, engineering, government agencies, military, and other organizations), across a diversity of nations around the world (e.g., in Australia, Europe, Asia, North America), and discuss multiple aspects of KM (e.g., including organizational learning and organizational memory). Such diversity of papers and global coverage represent strengths of this book: one can find a story addressing many common and important aspects of KM from around the world. The papers are organized into seven thematic sections: (1) Knowledge Management in Support of Organizational Learning, (2) Knowledge Management in Support of Retaining Organizational Knowledge, (3) Knowledge Management Strategy, (4) Knowledge Management in Support of Projects, (5) Knowledge Management in Support of Knowledge Transfer, (6) Issues in Knowledge Management, and (7) Knowledge Management Outcomes. All chapters follow similar but varying formats (e.g., executive summary, introduction, background, case description, current challenges, further reading, references). As with most edited collections of papers such as this, the various chapters are coupled loosely, presented at different levels of depth and detail, and share relatively little consistency between them or coherence as a whole. Authors of the various papers have their unique, individual writing styles, and the 20 case descriptions are idiosyncratic in how the various KM activities are addressed. Hence the book reads overall quite like a set of conference proceedings would. In terms of content, the 20 cases provide a rich mix of practical KM experiences. I emphasize the term practical here, for the book concentrates on KM experiences in current and recent practice. Although many of the papers are written by academics – some alone but many in partnership with practitioners – and include some theoretical background and framework discussion, the cores of most papers reflect straightforward, practitioner-oriented accounts of how various KM initiatives, projects, organizations and technologies were planned, addressed and evaluated in operational organizations. There is strength as well as weakness to this approach. The strength is that the reader gets access to a rich mix of practical, articulated experiences with many common and important aspects of KM. The weakness is that most papers do not delve very far beneath the surface-level activities and events associated with such experiences. The book is excellent at answering questions such as, ‘who is doing what in KM?’ and ‘How well do various approaches to KM seem to be working out?’ However, it offers little insight in terms of others such as, ‘How would one generalize across cases?’ or ‘How well does practice Knowledge Management Research & Practice (2006) 4, 75–76 & 2006 Operational Research Society Ltd. All rights reserved 1477–8238/06 $30.00
TL;DR: In this article, the role of various parties to the information transfer process is considered, and the recipient is the key determinant of its success, rather than other influences such as source, task, organisational and environmental characteristics.
Abstract: Making information available does not necessarily result in subsequent transfer and utilisation. This paper considers the role of various parties to the information transfer process, proposing that the recipient is the key determinant of its success. All other influences such as source, task, organisational and environmental characteristics are considered to be influential on the recipient rather than the process itself. This subtle yet important distinction in some ways simplifies the process by suggesting that the needs of the recipient must inform all information transfer decisions.
TL;DR: An analytical model is presented describing the individual- and group-level payoff function and shows that rewarding contributions with a cost-compensating bonus can be an effective solution not only at the individual level, but also at the group level.
Abstract: Shared databases are used as tools for knowledge management. But contributing knowledge to the database is a public-goods dilemma. Its specific features are multidimensionality of the goods, resource overlap, interdependency of group members and the lack of a marginal unit of return for individual contributions. An analytical model is presented describing the individual- and group-level payoff function. It shows that rewarding contributions with a cost-compensating bonus can be an effective solution not only at the individual level, but also at the group level. Whether or not a bonus system is self-supporting depends on the critical mass of people on average needing a contribution. This depends on the overlap of the people's resources and their interdependency.
TL;DR: In this article, the authors conducted interviews with 30 Nordic expatriates and eight Japanese managers in Japan and found that language differences, status hierarchies, collectivism, and logical differences can create barriers to knowledge sharing.
Abstract: Although the scholarly discussion increases our understanding about aspects involved in the management of knowledge, relatively little is known about knowledge sharing in a cross-cultural context. Yet, attitudes about knowledge sharing as well as knowledge sharing behavior have been identified in related research as varying across cultural contexts. The purpose of this paper is to shed light on the aspects that influence the act of making knowledge available to others in a cross-cultural context. The empirical part of the study, consisting of semi-structured interviews with 30 Nordic expatriates and eight Japanese managers in Japan indicates that language differences, status hierarchies, collectivism, and logical differences can create barriers to knowledge sharing. Managerial implications and suggestions for future research are offered.
TL;DR: A set of hypotheses for the design, development and operation of successful KCs is proposed and based on an empirical evaluation of several case studies that have been successfully put in real practice they discuss the support of each case to these hypotheses.
Abstract: Nowadays, it is commonly accepted in both researchers' and practitioners' communities that many disciplines and practices of the knowledge management (KM) field are also relevant and applicable to the knowledge-based development. This is reflected by the fact that the theme of knowledge cities (KCs) is now a ‘hot’ topic of interest and discussion. However, as it also happened with the early stages of evolution of KM, there is neither a coherent framework nor a unified methodology for the design and implementation of successful KCs. The real success of KCs is under investigation in the research community. In this direction, the authors propose a set of hypotheses for the design, development and operation of successful KCs. Then, based on an empirical evaluation of several case studies that have been successfully put in real practice they discuss the support of each case to these hypotheses. The key findings are expressed as a framework for building successful KCs.
TL;DR: In this paper, the mediating role of self-efficacy and computer anxiety between stable or situational individual differences and perceived ease of use was investigated, and the results revealed that e-learning system selfefficacy, computer anxiety, personal innovativeness with IT, computer playfulness, and computer experience influence perceived ease-of-use.
Abstract: E-learning systems play an important role in providing just-in-time knowledge and learning in the 24/7 global marketplace. However, human factors are often overlooked in their design. In order to better understand how individual differences affect people's perceived ease of use of e-learning systems, this study investigates the mediating role of self-efficacy and computer anxiety between stable or situational individual differences and perceived ease of use. The results reveal that e-learning system self-efficacy, computer anxiety, personal innovativeness with IT, computer playfulness, and computer experience influence perceived ease of use. Moreover, both e-learning system self-efficacy and computer anxiety mediate the effect of computer experience on perceived ease of use, but only partially mediate the effects of personal innovativeness and computer playfulness on perceived ease of use. Finally, we show that people's stable factors related to the perception of ease of use are important determinants in using e-learning or knowledge management systems.
TL;DR: In this paper, the authors introduce three systems that are used as facilitators to support groups of managers in their social process of decision-making by managing knowledge during face-to-face meetings.
Abstract: The social processes involved in engaging small groups of 3–15 managers in their sharing, organising, acquiring, creating and using knowledge can be supported with software and facilitator assistance. This paper introduces three such systems that we have used as facilitators to support groups of managers in their social process of decision-making by managing knowledge during face-to-face meetings. The systems include Compendium, Group Explorer (with Decision Explorer) and V*I*S*A. We review these systems for group knowledge management where the aim is for better decision-making, and discuss the principles of deploying each in a group meeting.
TL;DR: Using Giddens as an illustrative vehicle, this article analyzed the pattern of Nonaka's recent borrowing of others' work and the consequent tensions built up in his simplistic model of the knowledge creating company.
Abstract: Nonaka's recent incorporation of Giddens into the knowledge movement is superficial and problematic. The incorporation accepts uncritically Giddens's controversial conceptions of structure and agency, avoids his concerns of power and domination, exaggerates his elaboration on contradictions, and shares with him the search for an omelette-like theoretical totalising. Using Giddens as an illustrative vehicle, this paper analyses the pattern of Nonaka’s recent borrowing of others’ work and the consequent tensions built up in his simplistic model of the knowledge creating company.
TL;DR: In this paper, the authors develop propositions relating to factors facilitating knowledge creation in cross-functional work teams, such as cognitive diversity, transactional memory, trans-specialist knowledge and their contribution to new knowledge development through knowledge boundary spanning.
Abstract: This paper contributes to our understanding of the process of knowledge creation in organisations. Based on a process model, the paper develops propositions relating to factors facilitating knowledge creation in cross-functional work teams. These propositions relate to the constructs of cognitive diversity, transactional memory, trans-specialist knowledge and their contribution to new knowledge development through knowledge boundary spanning.
TL;DR: In this paper, the authors argue that the relationship between knowledge and action is reciprocal and offers two-way learning, and that knowledge can be much more useful as it will directly facilitate the actions.
Abstract: Often knowledge management (KM) initiatives are built on an assumption that the relationship between knowledge and action starts with knowledge, that is, we know something and we act upon it. Such an assumption can lead KM initiatives to develop knowledge that is not necessarily useful for the actions that an organization is willing to take. However, if the organization derives knowledge from the actions they are willing to take or they are taking, the knowledge can be much more useful as it will directly facilitate the actions. In this article, we argue that the relationship between knowledge and action is reciprocal and offers two-way learning. As such, KM initiatives are most apt to be successful by considering how to derive knowledge from action as well as how to deliver knowledge. The paper develops five principles for action-oriented KM.
TL;DR: A new concept of collaborative knowledge management (CKM), which bridges the two fields, is outlined and a conceptual framework for understanding the concepts underlying CKM is presented, recognizing five different levels.
Abstract: As organizations struggle with how to develop and use their inherent expertise, the importance of knowledge management and collaboration has grown in both academic and practitioner communities. This paper outlines a new concept of collaborative knowledge management (CKM), which bridges the two fields. Drawing from literature, we present a conceptual framework for understanding the concepts underlying CKM. Next, this paper explores how a new technology, peer-to-peer (P2P), fits in the CKM paradigm. A discussion on P2P tools and a comparison of these tools with client server tools for enabling the CKM process is presented. P2P has great appeal for CKM because it allows people to work in a more natural fashion. As technology and practitioners needs evolve, it is important to recognize the existence of various CKM levels in the organization. This paper outlines a framework recognizing five different levels. The final section of the paper identifies research themes concerning the use of P2P applications for CKM both within each of the levels and across levels.
TL;DR: In this article, the authors present the results of introducing management students to Gardner's theory of multiple intelligences as a means of increasing respect for the knowledge and abilities of others, which in turn may increase levels of trust in the ability of others.
Abstract: This paper presents the results of introducing management students to Gardner's theory of multiple intelligences as a means of increasing respect for the knowledge and abilities of others, which in turn, may increase levels of trust in the ability of others, willingness to share knowledge and trust in equity of knowledge exchanges. The results indicate that most of the participants agreed that the theory raised their awareness of the knowledge of others as well as respect for the knowledge of others and trust in the abilities of others to provide knowledge, willingness of others to share knowledge and trust in an equitable exchange in knowledge sharing. However, large numbers of participants indicated that they remained unsure about the potential effects of their new knowledge on trust. Suggestions for more extensive and intensive research to test the effects of the theory and the proposed model are put forward.
TL;DR: In this article, the authors present the characteristics of the municipality and the application of the KnowCis methodology, presents the progress of the effort and the preliminary results until now and provides useful insights on the forthcoming actions and plans of the city's administration.
Abstract: The concept of the Knowledge City is a subfield of the Knowledge-Based Development which, during the last years, has attracted the interest of many researchers and practitioners. Various cities around the world have also undertaken considerable efforts and initiatives so as to be developed or to enhance their status as a Knowledge City. However, their approaches were rather ad-hoc and spontaneous and were not based on a pre-defined methodology. The research community has only recently begun to concentrate on the direction to substantiate the fundamental principles of Knowledge Cities and to define unified methodologies for their design, development and operation. Under this prism, the authors have recently proposed such a methodology, called KnowCis. The application of this methodology is currently in progress, on a Greek municipality. The municipality incorporates some special characteristics and features that render it a very advantageous case for this pilot application. This paper refers to the characteristics of the municipality and to the application of the KnowCis methodology, presents the progress of the effort and the preliminary results until now and provides useful insights on the forthcoming actions and plans of the city's administration. The outcomes, results and lessons-learnt of this pilot application will permit to fine-tune the KnowCis methodology.
TL;DR: In this article, the authors focus on a pilot study being conducted at a Japanese public graduate university under a Center of Excellence (COE) program that was established to bring the performance of research laboratories up to a world class level in productivity by applying the theories and tools of knowledge science.
Abstract: In the last decade, there has been increasing pressure on academic laboratories to produce practical results. The last 10 years also have seen a growing interest in knowledge management, a management discipline believed to enhance organizations’ innovative capability by the sharing and creation of knowledge. While most knowledge management cases refer to the business setting, we believe that the introduction of these practices can also enhance knowledge creation and knowledge sharing within and among research units. This paper focuses on a pilot study being conducted at a Japanese public graduate university – JAIST – under a Center of Excellence (COE) program that was established to bring the performance of research laboratories up to a world class level in productivity by applying the theories and tools of knowledge science. This study is a cooperative effort between the School of Knowledge Science, doing research on knowledge management and systems, and two research laboratories in the School of Materials Science, doing basic and applied research on materials science. The goal of this project is to enhance materials science students’ capabilities so that they become successful creators of new scientific knowledge. A group of seven graduate research students volunteered for the study. As one of the first steps, we introduced a formal and periodic written reporting system that motivates students to think strategically about their experiments, helps them to improve their communications skills, and enables students to self-evaluate their skills and supervisors to evaluate the students’ skills as well as monitor their progress and developments in a formalized way. Since the project is relatively new, these preliminary results are associated with a generalized awareness and participation of the students in the project. However, we are expecting to obtain more concrete results, that is, quantifiable improvements in scientific production, in the near future.
TL;DR: The most important German philosopher, Immanuel Kant, distinguishes between three kinds of action: technical action, dealing with inanimate objects (such as matter, machinery, energy, etc.).
Abstract: Immanuel Kant (1724–1804), the most important German philosopher, distinguishes between three kinds of action: technical action, dealing with inanimate objects (such as matter, machinery, energy, c...
TL;DR: The question how the historical success of science in the field of knowledge generation can be articulated to make it relevant to all approaches used for scientific knowledge generation in a pluralist reality is asked.
Abstract: This paper focuses on the knowledge generation property of science, asking the question how the historical success of science in the field of knowledge generation can be articulated to make it relevant to all approaches used for scientific knowledge generation in a pluralist reality. It proposes that science can be described more appropriately as a capability rather than to describe it methodologically and also provides preliminary indications on how to go about describing science as a capability. The goal of the investigation is to add value to the third generation of knowledge management where knowledge generation becomes important, not only knowledge diffusion. It assumes that knowledge generation is of foundational importance in practical problem solving.
TL;DR: This article examined the current knowledge management research through the lens of Churchman's inquiring systems and suggested that organizations should support knowledge creation and learning through emphasis on problem structure and appropriate strategies.
Abstract: This paper examines the current knowledge management (KM) research through the lens of Churchman's inquiring systems. These inquiring systems are ideal foundations from which to view KM and its associated research because knowledge creation and organizational learning are critical elements of KM. Churchman proposed that organizations should support knowledge creation and learning through emphasis on problem structure and appropriate inquiring strategies. This paper discusses the characteristics of Churchman's inquirers, the problem structure for which they are most appropriate, and presents examples of each. Then, examples of previous research that share characteristics of the most complex inquirers are discussed. Organizational benefits from the inquiring system approach and guidelines for future research are suggested.
TL;DR: Heraclitus (ca. 544-483BC) of Ephesus was the first influential philosopher of change: "All things are flowing" and "nothing endures but change" as discussed by the authors.
Abstract: Heraclitus (ca. 544–483BC) of Ephesus was the first influential philosopher of change: ‘All things are flowing’, and: ‘Nothing endures but change’, and: ‘Nothing stays still’, and: ‘Nothing ever is...
TL;DR: Highlighting the weak and strong push/pull forces of codification vs collaboration in such a manner, can provide a possible technique to discern between these worldviews of knowledge and thus ameliorate the many definitions of KM and the associated complexity of its implementation.
Abstract: The definition and subsequent use of knowledge within and across organisational and social contexts has been a vibrant and evolving growth area over many years. Understanding the notion of knowledge management (KM) as an ensemble approach, through the codification, manipulation, dissemination and distribution of information, poses more questions than it answers. The ability to recognise the basis of KM in this regard, involves the tracing of a social or a systems view of knowledge, across cultural contexts (most notably in terms of Western or Eastern philosophies and ontologies). By highlighting the weak and strong push/pull forces of codification vs collaboration in such a manner, can provide us with a possible technique to discern between these worldviews of knowledge and thus ameliorate the many definitions of KM and the associated complexity of its implementation.
TL;DR: The learning abilities of organisations are distinguished and described according to the model of the social learning cycle and a questionnaire was designed and validated to characterise the dimensions of a knowledge space and the stages of a learning cycle.
Abstract: From the perspective of Organisational Learning, organisations have the capacity to learn. Processes of organisational learning and knowledge development have been described mostly in idiosyncratic studies. In this paper, the question raised is how these learning processes can be mapped in a more general way? Can phenomena such as learning abilities of organisations or characteristic learning cycles as several authors broadly describe them, be detected? Unlike other theoretical currents of organisation research, the absence of shared research instruments makes it difficult to compare organisations and be able to pronounce upon their learning capabilities in a more general way. In this paper, the learning abilities of organisations are distinguished and described according to the model of the social learning cycle. A questionnaire was designed and validated to characterise the dimensions of a knowledge space and the stages of a learning cycle. The results, given by the four departments of three knowledge-intensive organisations, are analysed.