| Author | Giri, Tejaswi |
| Call Number | AIT RSPR no. SM-00-116 |
| Subject(s) | Organizational learning
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| Note | A research study submitted in partial fulfillment of the requirements for the degree of Master of Business Administration, School of Management |
| Publisher | Asian Institute of Technology |
| Series Statement | Research studies project report ; no. SM-00-116 |
| Abstract | Knowledge Management has become a dominant issue and it is so voiced from all areas of business sphere. Most organizations are now feeling the need to gear up to encounter and survive this brave new world that would increasingly demand non-linear strategies for sustaining organizational competence, which can be best accomplished by better managing knowledge assets of the organization. Knowledge itself is a seemingly limitless resource, but handling knowledge has its limits. Strategic thinking, planning and action are important in selecting and managing knowledge networks and a vital step towards achieving these strategic moves would be knowledge transfer. Knowledge transfer is being recognized as an increasingly important process as there is real power in effective transfer. This is because the benefit accrued when one segment of an organization is able to take advantage of the experience of another, is tremendous. The same applies from one organization to another, whether in the same field or different. Firms pursuing knowledge transfer as a business strategy believe that it is critical to their long-term growth and their ability to compete in this hyper-dynamic business platform. The concept of transferring knowledge becomes particularly crucial to organizations that claim to be learning constantly. Such organizations view knowledge as a product and they pursue knowledge transfer with the firm conviction that it will have a significant and direct positive impact on the profitability and viability of the enterprise. Continuous learning processes within such organizations widely practice transferring knowledge both, on an individual as well as departmental basis and hence come to be known as learning organizations. Leaming organizations undergo a dynamic process that flows two ways either, starting at an individual level, moving on to a group level and finally going into an organizational level or vice-versa. The outcome of this process is the transfer of useful knowledge from one level to another. This research paper recognizes the issue of transfer of knowledge as an important component of learning organization. Based on extensive literature survey, an effort has been made to develop a framework of knowledge transfer and a model linking knowledge management, knowledge transfer and learning organization. Unlike knowledge management and intellectual capital, which focus management and research attention on cognition (knowledge, understanding, and belief), learning organization has been discussed so as to acknowledge the rich interrelationship between cognition and action (behavior) |
| Year | 2000 |
| Corresponding Series Added Entry | Asian Institute of Technology. Research studies project report ; no. SM-00-116 |
| Type | Research Study Project Report (RSPR) |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Business Administration (MBA) (Publication code=SM) |
| Chairperson(s) | Swierczek, F.W.; |
| Examination Committee(s) | Siengthai, S.;Truong Quang; |
| Scholarship Donor(s) | Self Support; |
| Degree | Research Studies Project Report (M.B.A.) - Asian Institute of Technology, 2000 |