The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Information about the European Conference on Intellectual Capital (ECIC) is available here
 

Journal Article

Integrating Individual and Organisational Learning Initiatives: Working Across Knowledge Management and Human Resource Management Functional Boundaries  pp527-538

Christine van Winkelen, Jane McKenzie

© Jan 2008 Volume 5 Issue 4, Editor: Charles Despres, pp347 - 550

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Abstract

Knowledge management initiatives enable an organisation to learn from its successes and mistakes. The nature of knowledge and learning processes means that in seeking to improve the way the organisation learns, knowledge management also has to pay attention to the learning of individuals. In most organisations, other functional specialists also have responsibility for individual learning. This exploratory qualitative research has examined the ways that planned learning initiatives generated by knowledge management and human resources management functions can be integrated more effectively. A survey of the planned individual and organisational learning activities and processes in ten large organisations was undertaken. Eleven examples of initiatives that integrate individual and organisational learning were also identified from within these organisations. These were evaluated and the issues associated with implementation explored through an expert panel and interview process with knowledge managers and human resource managers. Factors that positively influence integration were found to include widespread recognition of the business value of both individual and organisational learning, high level sponsorship that acts as a bridge across functional boundaries and line managers adopting an integrating approach to learning in managing their people and the tasks they undertake. Factors that negatively impact the adoption of an integrated approach were found to include the lack of mechanisms to coordinate across functions and a culture in which functional managers feel unable to change practices. This research has generated a model that appears to be useful in organising the analysis of the planned learning initiatives that are being undertaken by different functions. Together with the examples of integration and its enablers and barriers, knowledge managers and human resource managers can use this to proactively move forward with a more "joined up" approach to learning.

 

Keywords: knowledge management, human resources management, individual learning, organisational learning

 

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Journal Article

Education of Employees in Organisations Operating in Slovakia  pp208-218

Dagmar Cagáňová et al

© Nov 2014 Volume 12 Issue 4, ECIC 2014, Editor: Dagmar Cagáňová, pp187 - 270

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Abstract

Abstract: Education of people is among the basic goals as well as outcomes of modern society. It is conditioned by the current demanding and turbulent environment requiring constant improvement, enhancement, adaptation and development of the level of educ ation. It means that education needs to be permanent, reflecting all current needs resulting from the reality of changes. Education of employees can be characterised as a permanent process in which adaptation and changes of work behaviour, level of knowle dge, skills and motivation of employees of an organisation by means of learning on the grounds of using various methods occurs. It results in reducing the difference between the current competence of employees and requirements posed on them. The objective of the article is to characterise the level of the focus of organisations operating in Slovakia on continuing education and development of employees. This article aims at presenting the results of research conducted in 2012 at the School of Economics and Management in Public Administration in Bratislava and at the Institute of Industrial Engineeering and Management, the Faculty of Materials Science and Technology in Trnava. The set of respondents comprised 340 randomly selected organisations operating in Slovakia. The key condition posed on them was the size of at least 50 employees. The analysis was used for information collected from literary sources or questionnaires. All the knowledge was dealt with in smaller parts in order to enable a more detailed focus. As to statistical methods, distribution characteristics were used to express the median. Most of the collected values were expressed in % upon the results summarisation. The methods of induction and deduction were used in the article upon deriving the conclusions. The method of comparison was used upon the evaluation of the present state, comparing organisations paying sufficient attention to human resources management and organisations not dealing with it at all. To evaluate the data, the SPSS 19 statistical programme and MS Excel 2007 wer

 

Keywords: Keywords: education of employees, development of employees, learning organisation, human resources management, organisations operating in Slovakia

 

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