Organisational Blogging: Reviewing Its Effectiveness as an Organisational Learning Tool

This paper reviews the internal use of blogs and their potential effectiveness as organisational learning tools. Since the emergence of the concept of ‘Enterprise 2.0’ there remains a lack of empirical evidence associated with how organisations are applying social media tools and whether they are effective towards supporting organisational learning. Surprisingly, blogs, one of the more traditional social media tools, still remains under-researched in the context of ‘Enterprise 2.0’ and organisational learning. The aim of this paper is to identify the theoretical linkage between blogs and organisational learning in addition to reviewing prior research on organisational blogging exploring why this area remains underresearched. Through a literature review, one of the principal findings of this paper is that organisational blogs have a mutual compatibility with the interpretivist aspect of organisational learning. This paper further advocates that further empirical work in this subject area is required to substantiate this theoretical assumption.

Integration of Inter-Organisational Learning with Supply Chain Management: A Literature Review

This paper subsidises to the discussion of inter-organisational learning. This study has a main aim which is to examine the inter-organisational learning from a supply chain perspective. The integration and importance of supply chain with inter-organisational learning till date is discussed. The steps that are involved in the consideration of inter-organisational learning are looked throughout with emphasis done to supply chain management. The paper studies the impact of absorptive capacity, the supply chain orientation and design as well as discusses on fostering the inter-organisational learning.

Power Distance and Knowledge Management from a Post-Taylorist Perspective

Contact centres have been exemplars of scientific management in the discipline of operations management for more than a decade now. With the movement of industries from a resource based economy to knowledge based economy businesses have started to realize the customer eccentricity being the key to sustainability amidst high velocity of the market. However, as technologies have converged and advanced, so have the contact centres. Contact Centres have redirected the supply chains and the concept of retailing is highly diminished due to over exaggeration of cost reduction strategies. In conditions of high environmental velocity together with services featuring considerable information intensity contact centres will require up to date and enlightened agents to satisfy the demands placed upon them by those requesting their services. In this paper we examine salient factors such as Power Distance, Knowledge structures and the dynamics of job specialisation and enlargement to suggest critical success factors in the domain of contact centres.

Effect of Shared Competences in Industrial Districts on Knowledge Creation and Absorptive Capacity

The literature has argued that firms based in industrial districts enjoy advantages for creating internal knowledge and absorbing external knowledge as a consequence of to the knowledge flows and spillovers that exist in the district. However, empirical evidence to show how belonging to an industrial district affects the business processes of creation and absorption of knowledge is scarce and, moreover, empirical research has not taken into account the influence of variations in the flows of knowledge circulating in each cluster. This study aims to extend empirical evidence on the effect that the stock of shared competencies in industrial districts has on the business processes of creation and absorption of knowledge, through data from an initial study on 952 firms and 35 industrial districts in Spain.

Achieving Business and IT Alignment from Organisational Learning Perspectives

Business and IT alignment has continued as a top concern for business and IT executives for almost three decades. Many researchers have conducted empirical studies on the relationship between business-IT alignment and performance. Yet, these approaches, lacking a social perspective, have had little impact on sustaining performance and competitive advantage. In addition to the limited alignment literature that explores organisational learning that is represented in shared understanding, communication, cognitive maps and experiences. Hence, this paper proposes an integrated process that enables social and intellectual dimensions through the concept of organisational learning. In particular, the feedback and feedforward process which provide a value creation across dynamic multilevel of learning. This mechanism enables on-going effectiveness through development of individuals, groups and organisations, which improves the quality of business and IT strategies and drives to performance.

Organisational Learning as Perceived and Expected by Management and Non Management Staff

The study applied a combination of organisational learning models (Senge, 1994: Pedler, Burgoyne and Boydell, 1991) and later adopted fifteen organisational learning principles with one of the biggest energy providers in South East Asia. The purposes of the current study were to: a) investigate the company-s practices on fifteen organisational learning principles; b) explore the perceptions and expectations of its employees in relations to the principles; and c) compare the perceptions and expectations between management and non-management staff toward the fifteen factors. One hundred and ten employees responded on a designed questionnaire and the results indicated that the company was practicing activities that associated with organisational learning principles. Also, according to the T-test results, significant differences between management and non-management respondents were found. Research implications are also provided.