Organizational learning takes place when people learn collaboratively (Hoyle, 1995). It involves accumulating, analysing and utilizing knowledge resources which contribute to the achievement of business objectives. Knowledge management approaches as described in the chapter can make a major contribution to the enhancement of learning in an organization. Practices associated with creating the right environment for sharing knowledge will in particular promote organizational learning by creating a ‘rich landscape of learning and development opportunities’ (Kessels, 1996).
The concept of a learning organization (see Chapter 36) is also relevant. As defined by Miller and Stewart (1999), one of the characteristics of such an organization is that ‘there are well-defined processes for defining, creating, capturing, sharing and acting on knowledge’. And Garvin (1993) postulates that learning organizations ‘transfer knowledge quickly and efficiently throughout the organization by means of formal training programmes linked to implementation’.
ining programmes linked to implementation’. Organizational learning, however, is based on individual learning, and the significance of knowledge management and the techniques available to support it can be learnt in formal training sessions or monitoring programmes designed and facilitated by the HR function.
The concept of a learning organization (see Chapter 36) is also relevant. As defined by Miller and Stewart (1999), one of the characteristics of such an organization is that ‘there are well-defined processes for defining, creating, capturing, sharing and acting on knowledge’. And Garvin (1993) postulates that learning organizations ‘transfer knowledge quickly and efficiently throughout the organization by means of formal training programmes linked to implementation’.
ining programmes linked to implementation’. Organizational learning, however, is based on individual learning, and the significance of knowledge management and the techniques available to support it can be learnt in formal training sessions or monitoring programmes designed and facilitated by the HR function.
Workshops and Conferences Etc
HR can play an important part in knowledge management by setting up and facilitating workshops, conferences, seminars and forums in which members exchange information and ideas, discuss what they have learnt and agree on what use can be made of the knowledge they have acquired. Apart from their value in disseminating knowledge, such gatherings can help to develop an environment in which knowledge-sharing is accepted as a natural and continuing activity.
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