Knowledge Management and eLearning for Learning Organization Fethi Ahmet Inan finan@memphis.edu The University of Memphis Maki Obana mobana@memphis.edu The University of Memphis

Learning Organization “Organization where people continually expand their capacity to create the result they trully desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how learn together” (Senge, 1990)

Learning Organization “Strategies and initiatives for improving organizational effectiveness through emphases on developing the capabilities, capacities and qualities of the staff, and on approaches based on behavioral and attitudinal, as well as skills, enhancement” (Pettinger, 2002) “The learning organization can mean two things; it can mean an organization which learns and/or an organization which encourages learning in its people. It should mean both” (Robin, 1998)

Five disciplines Senge’s(1990) describe five disciplines that enable a company to become a learning organization Mental Modeling Shared Vision Personal Mastery Team learning System thinking

Why a Learning organization Resource based Perspective: Better respond the environment by dynamic changes. Keeping up-to-date. Knowledge based Perspective: Develop organizational memory particularly firm-specific knowledge (tacit knowledge). Importance of systems thinking: Better way to see wholes and relationships between the task components. (Reigeluth, Pershing, & Park, 1998)

Learning organization structure Classical Organization Learning Organization Institutions Routinized; static; maintain the current organizational structure Always in question; fluid; constantly changing; innovative Institutional Practices Following directions; Localized and fragmented thinking; workers responsible for own tasks; managers responsible for own section. Get the job done Explicit and shared mental modeling Systems thinking Shared vision Public learning; team learning Dialogue generatively Acting in high levels of ambiguity Personal mastery; ask: ‘how should we get the job done?’ Culture All above institutional practices taken as givens Principles of the learning organization routinized to become unconscious action Growth and Change Static; lack of change Constant and continuous change * Adapted from Guthrie(1996)

Knowledge Management (KM) Data: Factual information (as measurements or statistics) Information: Meaningful form of data Knowledge: Understanding and/or using of information Knowledge management is a process of creating, capturing, and using knowledge to enhance organizational performance (Stacey, 2000)

Knowledge Transformation Process To Tacit Knowledge Explicit Knowledge From Tacit Knowledge Socialization (Sympathized Knowledge) Externalization (Conceptual Knowledge) Explicit Internalization (Operational Knowledge ) Combination (Systematic Knowledge) * Adapted from Nonaka and Konno (1998)

eLearning “The use of technologies to create, distribute and deliver valuable data, information, learning and knowledge to improve on-the-job and organizational performance and individual development” (Dublin,2004) “Using new multimedia technologies and the internet to improve the quality of learning” (European Communities, 2004)

Benefits of eLearning Increased productivity Time savings Staff satisfaction and retention Cost benefit Learning culture Customer satisfaction (Knight, 2004)

Recommendation for eLearning development Define learning philosophy Consider individual needs Train the trainer Consider pedagogy/andragogy Develop interactivity strategies Evaluate to improve Meet the standards (European Communities, 2004)

Example: IBM Basic Blue Challenge: Train managers scattered around the world (IBM has more than 30,000 managers in more than 50 countries). Solution: A blend of online and classroom experiences. Managers go through a learning process that combines innovative web learning modules with face-to-face workshops

Example: IBM Basic Blue Strategies: Community of practice (workshops) Online collaboratation Simple web design with allowing self-pacing Interactivity (simulations & learning-by-doing) E-mentoring Online self-assessments and feedback

Example: IBM Basic Blue Result: More than 4,000 managers have completed the training Basic Blue won a 2000 American Society for Training & Development "Citation" Award The program is expected to save IBM more than $16 million in 2000 (Jeurissen, 2004)

Question & Recommendation Please contact for questions and suggestions Fethi A. Inan Instruction and Curriculum Leadership The University of Memphis 406 Ball Hall Memphis, TN 38152 finan@memphis.edu  (901) 678-1773