<abstract xmlns="http://www.w3.org/1999/xhtml"><bold>Background:</bold> Many studies have considered knowledge as the most important strategic resource for ensuring firm’s competitiveness. Accordingly, learning is an important concept for firms whether it is individual or organizational learning.<bold>Objectives:</bold> To provide empirical support to the impact of individual organizational learning dimensions on a firm’s knowledge management.<bold>Methods/Approach:</bold> The questionnaire survey approach is used for data collection and structural equation modeling for hypotheses testing. Besides, PROCESS procedure is employed to estimate confidence intervals of indirect effects in the model.<bold>Results:</bold> Organizational learning dimensions are antecedents of knowledge management capability. Shared values and openness influence directly and positively knowledge management capability. However, the same was not found to be the case for managerial commitment and dialogue. On the other hand, the results suggest that managerial commitment and dialog influence knowledge management capability indirectly over shared vision.<bold>Conclusions:</bold> While there has been an underlying assumption about the role of organizational learning for knowledge management, this study provides evidence on how organizational learning dimensions such as management commitment, shared vision, openness and experimentation, and dialog may be adjusted to facilitate and enhance knowledge management processes.</abstract>

Background: Many studies have considered knowledge as the most important strategic resource for ensuring firm’s competitiveness. Accordingly, learning is an important concept for firms whether it is individual or organizational learning.Objectives: To provide empirical support to the impact of individual organizational learning dimensions on a firm’s knowledge management.Methods/Approach: The questionnaire survey approach is used for data collection and structural equation modeling for hypotheses testing. Besides, PROCESS procedure is employed to estimate confidence intervals of indirect effects in the model.Results: Organizational learning dimensions are antecedents of knowledge management capability. Shared values and openness influence directly and positively knowledge management capability. However, the same was not found to be the case for managerial commitment and dialogue. On the other hand, the results suggest that managerial commitment and dialog influence knowledge management capability indirectly over shared vision.Conclusions: While there has been an underlying assumption about the role of organizational learning for knowledge management, this study provides evidence on how organizational learning dimensions such as management commitment, shared vision, openness and experimentation, and dialog may be adjusted to facilitate and enhance knowledge management processes.

Knowing Means Existing: Organizational Learning Dimensions and Knowledge Management Capability

School of Economics and Business Sarajevo

Business Systems Research Journal

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Background: Many studies have considered knowledge as the most important strategic resource for ensuring firm’s competitiveness. Accordingly, learning is an...

Knowing Means Existing: Organizational Learning Dimensions and Knowledge Management Capability

Online veröffentlicht: 25. Apr. 2018

Seitenbereich: 1 - 18

Eingereicht: 19. Nov. 2017

Akzeptiert: 16. Feb. 2018

DOI: https://doi.org/10.2478/bsrj-2018-0001

Schlüsselwörter
Knowledge Management, Organizational Learning, Managerial Commitment, Shared Vision, Experimentation, Dialog

© 2018 Lejla Turulja et al., published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Knowing Means Existing: Organizational Learning Dimensions and Knowledge Management Capability

Online veröffentlicht: 25. Apr. 2018

Seitenbereich: 1 - 18

Eingereicht: 19. Nov. 2017

Akzeptiert: 16. Feb. 2018

DOI: https://doi.org/10.2478/bsrj-2018-0001

SchlüsselwörterKnowledge Management, Organizational Learning, Managerial Commitment, Shared Vision, Experimentation, Dialog

© 2018 Lejla Turulja et al., published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Schlüsselwörter
Knowledge Management, Organizational Learning, Managerial Commitment, Shared Vision, Experimentation, Dialog