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Knowledge management in the business driven action learning process

Knowledge management in the business driven action learning process Purpose – Understanding what is the role of knowledge management in the action learning process and especially which practices of KM fits with the different phases of the action learning process. Design/methodology/approach – This paper is qualitative: 22 firms were observed and three different types of data were collected. Findings – It stresses that KM and especially knowledge networks are crucial for an action learning process. Also, it demonstrates that different knowledge management practices have different roles regarding to the phase of the process they are involved. This paper explains the need to understand the organizational context to ensure performing learning. Research limitation/implications – The main limit is the use of only qualitative research method on 22 multinationals. No questionnaires and the implication for SMEs is limited. Practical implications – Academics will be interested in knowledge transformations through this process and consultants will discover what relevant knowledge management strategies in each phase of the process. Originality/value – The topics of action learning and knowledge management are crucial for today's companies but have never been studied in the same research. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Knowledge management in the business driven action learning process

Nicolas Rolland
Journal of Management Development , Volume 25 (9): 12 – Oct 1, 2006
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References (50)

Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710610692061
Publisher site
See Article on Publisher Site

Abstract

Purpose – Understanding what is the role of knowledge management in the action learning process and especially which practices of KM fits with the different phases of the action learning process. Design/methodology/approach – This paper is qualitative: 22 firms were observed and three different types of data were collected. Findings – It stresses that KM and especially knowledge networks are crucial for an action learning process. Also, it demonstrates that different knowledge management practices have different roles regarding to the phase of the process they are involved. This paper explains the need to understand the organizational context to ensure performing learning. Research limitation/implications – The main limit is the use of only qualitative research method on 22 multinationals. No questionnaires and the implication for SMEs is limited. Practical implications – Academics will be interested in knowledge transformations through this process and consultants will discover what relevant knowledge management strategies in each phase of the process. Originality/value – The topics of action learning and knowledge management are crucial for today's companies but have never been studied in the same research.

Journal

Journal of Management Development – Emerald Publishing

Published: Oct 1, 2006

Keywords: Knowledge management; Chief executives; Learning; Action learning

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