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Discovering and articulating what is not yet known Using action learning and grounded theory as a knowledge management strategy

Discovering and articulating what is not yet known Using action learning and grounded theory as a... Purpose – To provide a conceptual model for the discovery and articulation of emergent organizational knowledge, particularly knowledge that develops when people work with new technologies. Design/methodology/approach – The model is based on two widely accepted research methods – action learning and grounded theory – and is illustrated using a case study of virtual team leadership, which investigated how virtual team leaders developed relationships with their virtual team members. Findings – The article demonstrates how action learning and grounded theory – two widely accepted research methods – can be used to discover and articulate new organizational knowledge. Practical implications – The model allows organizations to gain practical and highly current experiential knowledge from employees working in novel situations, including those using new organizational processes and technologies. Such knowledge can provide competitive advantage. Originality/value – The article contributes to the areas of knowledge management and particularly organizational learning by providing a method that maps how organizations can learn from novel situations involving people and technology http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Discovering and articulating what is not yet known Using action learning and grounded theory as a knowledge management strategy

David J. Pauleen; Brian Corbitt; Pak Yoong
The Learning Organization , Volume 14 (3): 19 – Apr 24, 2007
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Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470710739408
Publisher site
See Article on Publisher Site

Abstract

Purpose – To provide a conceptual model for the discovery and articulation of emergent organizational knowledge, particularly knowledge that develops when people work with new technologies. Design/methodology/approach – The model is based on two widely accepted research methods – action learning and grounded theory – and is illustrated using a case study of virtual team leadership, which investigated how virtual team leaders developed relationships with their virtual team members. Findings – The article demonstrates how action learning and grounded theory – two widely accepted research methods – can be used to discover and articulate new organizational knowledge. Practical implications – The model allows organizations to gain practical and highly current experiential knowledge from employees working in novel situations, including those using new organizational processes and technologies. Such knowledge can provide competitive advantage. Originality/value – The article contributes to the areas of knowledge management and particularly organizational learning by providing a method that maps how organizations can learn from novel situations involving people and technology

Journal

The Learning Organization – Emerald Publishing

Published: Apr 24, 2007

Keywords: Knowledge management; Knowledge creation; Experiential learning; Action learning; New Zealand

References

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