Knowledge Management in the Learning Economy
The purpose of this paper is to show why to build ‘learning organisations’ must be a central element of knowledge management. The paper argues that the wide use of information technology has a contradictory impact on knowledge management. On the one hand it extends the potential for codifying knowledge. On the other hand it makes tacit knowledge scarcer and it contributes to the formation of ‘a learning economy’. The argument is supported by an empirical analysis of survey data from Denmark showing that firms that introduce several organisational practices, assumed to characterise the learning organisation, are more innovative than the average firm. The paper contributes to the empirical foundation for the argument that learning organisations stimulate innovation and competence building and it makes an original conceptual contribution of practical relevance by linking knowledge management to HRM and innovation management.
|Date of creation:||2006|
|Contact details of provider:|| Web page: http://www.druid.dk/|
References listed on IDEAS
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- Bj–rn Johnson & Edward Lorenz & Bengt-Åke Lundvall, 2002.
"Why all this fuss about codified and tacit knowledge?,"
Industrial and Corporate Change,
Oxford University Press, vol. 11(2), pages 245-262.
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- Allan Næs Gjerding, 1996. "Organisational Innovation in the Danish Private Business Sector," DRUID Working Papers 96-16, DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies.
- Nielsen, Peter & Lundvall, Bengt-Åke, 2005. "Innovation, Organizational Learning and Job Creation," European Journal of Economic and Social Systems, Lavoisier, vol. 18(1), pages 79-97. Full references (including those not matched with items on IDEAS)