Differentiating knowledge processes in organisational learning: A case of “two solitudes”
The fields of organizational behavior (OB)/strategy and marketing have taken different paths over the past two decades to understanding organizational learning. OB/strategy has been pre-occupied with theory development and case study illustrations, whereas marketing has taken a highly quantitative p...
Saved in:
Main Authors: | , |
---|---|
Format: | text |
Language: | English |
Published: |
Institutional Knowledge at Singapore Management University
2010
|
Subjects: | |
Online Access: | https://ink.library.smu.edu.sg/sis_research/5164 https://ink.library.smu.edu.sg/context/sis_research/article/6167/viewcontent/Differentiating_knowledge_processes.pdf |
Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
Institution: | Singapore Management University |
Language: | English |
id |
sg-smu-ink.sis_research-6167 |
---|---|
record_format |
dspace |
spelling |
sg-smu-ink.sis_research-61672020-07-30T03:47:17Z Differentiating knowledge processes in organisational learning: A case of “two solitudes” HOE, Siu Loon MCSHANE, Steven The fields of organizational behavior (OB)/strategy and marketing have taken different paths over the past two decades to understanding organizational learning. OB/strategy has been pre-occupied with theory development and case study illustrations, whereas marketing has taken a highly quantitative path. Although relying on essentially the same foundation theory, the two disciplines have had minimal crossfertilization. Furthermore, both fields tend to blur or usually ignore the distinction between structural and informal knowledge processes. The purpose of the paper is to highlight the distinction between informal and structural knowledge acquisition and dissemination processes and propose new definitions to differentiate them. Future research should bring together cross-disciplinary studies from OB/strategy and marketing to develop an organizational learning framework to test structural knowledge processes alongside informal knowledge processes. 2010-03-01T08:00:00Z text application/pdf https://ink.library.smu.edu.sg/sis_research/5164 info:doi/10.1108/IJOTB-13-02-2010-B001 https://ink.library.smu.edu.sg/context/sis_research/article/6167/viewcontent/Differentiating_knowledge_processes.pdf http://creativecommons.org/licenses/by-nc-nd/4.0/ Research Collection School Of Computing and Information Systems eng Institutional Knowledge at Singapore Management University Knowledge Processes Organisational Learning: Databases and Information Systems Management Information Systems Organization Development |
institution |
Singapore Management University |
building |
SMU Libraries |
continent |
Asia |
country |
Singapore Singapore |
content_provider |
SMU Libraries |
collection |
InK@SMU |
language |
English |
topic |
Knowledge Processes Organisational Learning: Databases and Information Systems Management Information Systems Organization Development |
spellingShingle |
Knowledge Processes Organisational Learning: Databases and Information Systems Management Information Systems Organization Development HOE, Siu Loon MCSHANE, Steven Differentiating knowledge processes in organisational learning: A case of “two solitudes” |
description |
The fields of organizational behavior (OB)/strategy and marketing have taken different paths over the past two decades to understanding organizational learning. OB/strategy has been pre-occupied with theory development and case study illustrations, whereas marketing has taken a highly quantitative path. Although relying on essentially the same foundation theory, the two disciplines have had minimal crossfertilization. Furthermore, both fields tend to blur or usually ignore the distinction between structural and informal knowledge processes. The purpose of the paper is to highlight the distinction between informal and structural knowledge acquisition and dissemination processes and propose new definitions to differentiate them. Future research should bring together cross-disciplinary studies from OB/strategy and marketing to develop an organizational learning framework to test structural knowledge processes alongside informal knowledge processes. |
format |
text |
author |
HOE, Siu Loon MCSHANE, Steven |
author_facet |
HOE, Siu Loon MCSHANE, Steven |
author_sort |
HOE, Siu Loon |
title |
Differentiating knowledge processes in organisational learning: A case of “two solitudes” |
title_short |
Differentiating knowledge processes in organisational learning: A case of “two solitudes” |
title_full |
Differentiating knowledge processes in organisational learning: A case of “two solitudes” |
title_fullStr |
Differentiating knowledge processes in organisational learning: A case of “two solitudes” |
title_full_unstemmed |
Differentiating knowledge processes in organisational learning: A case of “two solitudes” |
title_sort |
differentiating knowledge processes in organisational learning: a case of “two solitudes” |
publisher |
Institutional Knowledge at Singapore Management University |
publishDate |
2010 |
url |
https://ink.library.smu.edu.sg/sis_research/5164 https://ink.library.smu.edu.sg/context/sis_research/article/6167/viewcontent/Differentiating_knowledge_processes.pdf |
_version_ |
1770575299951460352 |