Organizational Learning-knowledge Management Integration and Individual Performance

Abstract

Utilization of qualified human resources will provide benefits for an organization. One way to create qualified human resources is to increase their knowledge. Knowledge management is, therefore, needed to improve organizational performance. Understanding the organization as an attempt at improving the performance of individuals is not limited only to the implementation of knowledge management but also to the needs of other components that can complement the knowledge of individuals with the aim of enhancing organizational performance. One component that can help improve knowledge management is organizational learning. The integration of organizational learning and knowledge management is expected to enhance the individual knowledge in the existing business for the purpose of improving individual performance. The purpose of this study is to determine the effect of organizational learning-knowledge management integration on individual performance. The result shows that organizational learning-knowledge management integration has a positive effect on individual performance.


 


 


Keywords: organizational learning, knowledge management, organizational learningknowledge management integration, individual performance

References
[1] Berrio, A. (2006). Assessing the organization learning profile of Ohio State University extension using the systems-linked organizational framework. Journal of Agricultural Education, pp. 30–46.


[2] Chao, H.-L., Wen-Sheng, T., Hsieh, M.-L., et al. (2012). An empirical study to explore behavioral intentions and satisfaction using a knowledge management in hospital setting. Advance in Information Sciences and Service Sciences, pp. 503–509.


[3] Chawla, M. and Govindaraj, R. (1996). Recent experiences with hospital autonomy in developing countries, what we can learn? Hospital Autonomy Journal, pp. 5–8.


[4] Crossan, M., Lane, H. W., and White, R. E. (1999). An organizational learning framework: From intuition to institution. Academic Management Review, pp. 522– 537.


[5] Dalkir, K. (2005). Knowledge Management in Theory and Practice. Oxford: Elsevier Butterworth-Heinemenn.


[6] Endicott, J. (2001). Endicott work productivity scale, in W. Lynch, W. M. Mercer, and J. E. RIedel (eds.) Measuring Employee Productivity: A guide to Self-assessment Tools. Kansas City: Institute for Health and Productivity Management.


[7] Liao, S. and Wu. (2009). The relationship among knowledge management, organizational learning, and organizational performance. International Journal of Business and Management, pp. 64–76.


[8] Nonaka, I. and Takeuchi, H. (1995). The Knowledge Creating Company. Oxford: Oxford University Press.


[9] Rasula, J. (2012). The impact of knowledge management on organizational performance. Economic and Business Review, pp. 147–168.


[10] Siddiqui, F. (2012). Human capital management: An Emerging human resource management practice. International Journal of Learning & Development, pp. 353– 367.


[11] Skyrme, D. J. (1998). Creating the Knowledge-Based Business: Business Intelligence.


[12] Sonnentag, S. (2002). Psychological Management of Individual Performance. West Sussex: John Willey & Sons, Ltd.


[13] Stewart, T. (2000). Software preserves knowledge, people pass it on. Fortune, vol. 4, no. 5, p. 142.


[14] Wu, I.-L. and Hu, Y.-P. (2012). Examining knowledge management enabled performance for hospital professionals: A dynamic capability view and the mediating role of process capability. Journal of the Association for Information Systems, pp. 977– 999.