Structural and informal knowledge acquisition and dissemination in organisational learning: An exploratory analysis

• Main Author: HOE, Siu Loon
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2010
• Subjects: Knowledge Management; Process Management; Organizational Performance; Modelling; Management Information Systems; Organization Development
• Online Access: https://ink.library.smu.edu.sg/sis_research/5163; https://ink.library.smu.edu.sg/context/sis_research/article/6166/viewcontent/10_1108_09696471011043117.pdf
• Institution: Singapore Management University

PurposeThe topic of organizational learning is populated with many theories and models; many relate to the enduring organizational learning framework consisting of knowledge acquisition, knowledge dissemination, and knowledge use. However, most of the research either emphasizes structural knowledge acquisition and dissemination as a composite construct, or focuses solely on the structural aspect of knowledge acquisition and dissemination. The primary objective of this study is to develop and test a model of organizational learning that incorporates both structural and informal knowledge acquisition and dissemination and as separate processes. The predictors of these processes are also proposedDesign/methodology/approachA model of organizational learning that incorporates both structural and informal knowledge acquisition and dissemination constructs, along with three predictors of these organizational learning constructs were developed and quantitatively tested.FindingsAn inference to the research questions and hypotheses suggests that informal knowledge acquisition and dissemination have significant paths to market knowledge use, whereas structural knowledge acquisition and dissemination have, at best, a weak association with market knowledge use. Although the results were based on exploratory analysis, they provide tentative quantitative evidence that informal knowledge processes are at least as important as structural knowledge processes in market‐based organizational learning.Originality/valueWhile the hypothesized model did not satisfy the goodness‐of‐fit tests, data‐driven exploratory analysis helped to refine two separate structural and informal models for future testing. The statistical explanation provided and procedures used to remedy the non‐fit issues should help future researchers to deal with structural equation‐modeling issues when similar non‐fit problems arise.Keywords