Managing organisational learning through continuous information systems development: tacit knowledge diffusion and meta-abilities perspectives
by Jyoti Choudrie, Mohamad Hisyam Selamat
International Journal of Knowledge and Learning (IJKL), Vol. 1, No. 4, 2005

Abstract: Tacit knowledge diffusion is pervasive in the Organisational Learning (OL) process. However diffusing tacit knowledge, a transparent and subjective form of knowledge, needs an individual's ability to externalise and share this knowledge. To face this, a conceptual framework based on meta-abilities is proposed in this paper. The framework suggests that meta-abilities create individual influencing skills and sharing attitudes. Alternatively, influencing skills and sharing attitudes externalise tacit knowledge through the medium of ideas, actions, reactions and reflection. Knowledge stewards document externalised tacit knowledge thereby making it available to systems analysts for future Information Systems (IS) development. The framework is tested using a case study in Malaysia. It is concluded that the future focus when managing information for OL should be toward an individual's meta-abilities development. There should also be an impetus towards creating the correct organisational culture and infrastructure that promotes tacit knowledge sharing and externalisation within and between employees.

Online publication date: Wed, 07-Dec-2005

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