Proceedings of the 12th European Conference on Knowledge ...

Leila Beig et al
Figure 3 visually illustrates <strong>the</strong> mentioned elements. In <strong>the</strong> following, more details about <strong>the</strong> elements
will be presented.
Figure 3: Proposed framework for KM readiness <strong>of</strong> an organization while transferring into a LO
3.1 Knowledge and learning strategy
It is critical that <strong>the</strong> KM strategy be tightly coupled to <strong>the</strong> LO strategy. KM should never be
implemented as an standalone end. In <strong>the</strong> o<strong>the</strong>r words, <strong>the</strong>re must be a vision that links <strong>the</strong>
organization’s objectives and strategies, to <strong>the</strong> knowledge strategy.
From a strategic perspective, when an organization transferring into a LO seems ready for KM that
<strong>the</strong>re exists an explicit alignment between <strong>the</strong> organization strategy form on hand and <strong>the</strong> knowledge
and learning strategy on <strong>the</strong> o<strong>the</strong>r hand. This strategy should be spread throughout <strong>the</strong> organization
and becomes updated considering <strong>the</strong> feedbacks from different layers and parts <strong>of</strong> <strong>the</strong> LO.
3.2 Learning dynamics
Learning dynamics include scope <strong>of</strong> learning (individual, team and organizational), skills and types <strong>of</strong>
learning. The identification <strong>of</strong> <strong>the</strong> current state <strong>of</strong> <strong>the</strong> learning dynamic is very important for <strong>the</strong>
organizations moving towards LO because learning performs as <strong>the</strong> heart <strong>of</strong> a LO.
The ability to find what a member must know; <strong>the</strong> capacity to encourage learning in all three levels;
developing <strong>the</strong> necessary tools and techniques for capturing <strong>the</strong> intellectual capital that will ensure <strong>the</strong>
organization success; responsibility for continuous learning <strong>of</strong> each member; each person’s
commitment and ability to learn; constant learning <strong>of</strong> members and teams; <strong>the</strong> ability <strong>of</strong> a work team
to think, create new knowledge, and learn effectively as an entity; self-managed learning creativity
and <strong>the</strong> free flow <strong>of</strong> ideas in teams; innovative, coordinated actions in teams; <strong>the</strong> ability to encourage
and stimulate learning in o<strong>the</strong>r teams and organizational memory constitutes all factors that should be
considered in assessing KM readiness in an organization while transferrin into a LO. Through this
assessment, <strong>the</strong> role <strong>of</strong> KM in facilitating <strong>the</strong> process <strong>of</strong> learning based on <strong>the</strong> knowledge and
learning strategies and also organization strategy will become clearer and <strong>the</strong> introducing
corresponding actions will be validated.
3.3 Organizational culture
Culture refers to an organization’s values, beliefs, practices and customs. Effective KM requires
creating a supportive and collaborative working environment. In a learning organization, <strong>the</strong> corporate
culture is one in which learning is recognized as absolutely critical for business success(Marquardt
2002).
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