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"Organizational learning Management."
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Sharing expertise : beyond knowledge management
The field of knowledge management focuses on how organizations can most effectively store, manage, retrieve, and enlarge their intellectual properties. The repository view of knowledge management emphasizes the gathering, providing, and filtering of explicit knowledge. The information in a repository has the advantage of being easily transferable and reusable. But it is not easy to use decontextualized information, and users often need access to human experts. This book describes a more recent approach to knowledge management, which the authors call \"expertise sharing.\" Expertise sharing emphasizes the human aspects--cognitive, social, cultural, and organizational--of knowledge management, in addition to information storage and retrieval. Rather than focusing on the management level of an organization, expertise sharing focuses on the self-organized activities of the organization's members. The book addresses the concerns of both researchers and practitioners, describing current literature and research as well as offering information on implementing systems. It consists of three parts: an introduction to knowledge sharing in large organizations; empirical studies of expertise sharing in different types of settings; and detailed descriptions of computer systems that can route queries, assemble people and work, and augment naturally occurring social networks within organizations.
eBook
Capturing solutions for learning and scaling up : documenting operational experiences for organizational learning and knowledge sharing
\"This step-by-step guide describes how to systematically capture knowledge gained from operational experiences and use it to inform decision making and support professional learening. It shows how to assemble the captured lessons and takeaways in the form of knowledge assets--discrete and consistently formatted documents that present answers to one specific question or challenge. The guide assumes that the enabling work discussed in the World Bank handbook, Becoming a Knowledge-Sharing Organization, has already taken place. The intended audience for Capturing Solutions for Learning and Scaling Up includes professionals, mid-level managers, knowledge and learning experts, and IT specialists, particularly those in the public sector of developing countries\"--Back cover.
Book
Organizational Learning for Sustainable Semiconductor Supply Chain Operation: A Case Study of a Japanese Company in Cross Border M&A
As semiconductor usage is prevailing, sustainable growth is deemed highly dependent on the semiconductor supply chain. Accordingly, it is essential to establish robust supply chain capability for a semiconductor company. Especially for Japanese semiconductor manufacturers, it is critical to secure robust and flexible supply chain operation with the background of the experience of supply chain disruption caused by the East Japan Earthquake. So far, we identified that Japanese semiconductor manufacturers and Japanese automotive manufacturers have been in cooperation to secure the semiconductor supply chain. However, the global electronic industry environment has been significantly changed and it is not enough just to consider natural disasters. With this perspective, it is not yet fully studied how Japanese semiconductor manufacturers adapted to global operation through organizational learning. This paper examines how a Japanese semiconductor firm conducted organizational learning and adapted to environmental changes in cross-border M&A transactions. Traditionally, Japanese firms have established organizational routines for the management control systems of their overseas subsidiaries by relying on the expatriates’ transactive memory systems (TMS), which is based on their personnel experiences over the countries and cultural background understanding. Japanese firms have used TMS of expats to manage their global organizations. Recently, however, not a small number of Japanese companies have accelerated their globalization through cross-border M&A, which requires organizational capabilities different from those of conventional TMS formation. In this paper, we studied a case of cross-border M&A of a Japanese semiconductor company by modeling the organizational learning structure throughout the extracted concepts summarizing semi-structure interview outcome. As a result, it has been found out that, by shifting from Japanese cultural norms to more global values in terms of management systems, benefits can be achieved. The company unlearned organizational routines that relied on TMS and created new organizational routines. This study provides direction from a practical perspective on how Japanese firms can transform their global organizations and adapt to changes in the environment for sustainable growth.
Journal Article