DECLARATION I, --------- student of Masters of Business Administration from SMU. Hereby declare that I have completed Dissertation on “Knowledge management in learning organization” as part of the course requirement. I further declare that the information presented in this project is true and original to the best of my knowledge. Date: 24-5-11 Name:------------ Roll No.:------------ 1 | Page
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DECLARATION
I, --------- student of Masters of Business Administration from SMU. Hereby declare that I
have completed Dissertation on “Knowledge management in learning organization” as part of
the course requirement.
I further declare that the information presented in this project is true and original to the best
of my knowledge.
Date: 24-5-11 Name:------------ Roll No.:------------
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CERTIFICATE
This to certify that Ms_______, a student of Masters of Business Administration, MBA HR
has undertaken a dissertation as a part of her academic curriculum.
The project named ‘Knowledge Management in Learning Organization’ has been diligently
done under my guidance and supervision. The project is prepared in partial fulfillment of
MBA (HR).
To the best of my knowledge, this piece of work is original and no part of this report has been
submitted by the student to any other Institute/University earlier.
Date: 25-5-11
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Executive Summary
Knowledge Management is about a systematic approach to managing intellectual assets and
other information in a way that provides the company with a competitive advantage.
Knowledge Management is a business optimization strategy, and not limited to a particular
technology or information. A wide variety of information technologies play a key role in a
KM initiative, simply because of the savings in time and effort they provide over manual
operations. If a company takes the digitized data and indexes it with a software program that
allows someone to search for specific content instead of manually paging through hundreds
of screens, it is practicing Knowledge Management.
Organizational learning could be defined as a process of 'coordinated systems change, with
mechanisms built in for individuals and groups to access, build and use organizational
memory, structure and culture to develop long term organizational capacity'.
The research checks into Knowledge Management system and Learning Organizations. The
effects of KM and what organizations do as a learning organization is studied through this
research.
Under the project title ‘Knowledge Management and Learning Organizations’ following
objectives have been served:
- Identifying the effects of KM and important criteria’s for measuring KM
success.
- Association between Knowledge Management and Learning Organization.
At end, the research differentiates between the factors which are more important and less
important. It tells how organizations are doing as learning organization. The important factors
have been elaborated and suggestions for further research are given.
It concludes with differentiation among significant and insignificant variables and what
factors are interrelated in Knowledge Management and Learning Organizations. A few are:
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Most useful criteria
- Decision Making
- Sharing best practices
- Enhanced Collaboration
- Improved Communication
Least useful criteria
- Increased market share
- Better staff attraction/retention
- Delegation of authority
- Return on investment of KM effort
At last suggestions for further research and references have been provided.
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ACKNOWLEDGEMENT
The dissertation project titled ‘Knowledge Management in Learning Organization’ has been
conducted by the under signed as an academic part of the 2 year MBA HR program to be
completed in 2010.
The project has been completed based on primary research under the guidance of Professor
Mr.Sanjay Kaul (HR), Sikkim Manipal University.
I am obliged and owe enormous intellectual debt to Mr. Sanjay Kaul for her guidance and
enriched thoughts from different perspectives. My increased spectrum of knowledge in this
field is a constant direction that has helped me to absorb relevant and high quality
information.
I am thankful to the employees who have taken out time from their busy schedule to fill up
the questionnaire, both in person and through mail.
The above chart represents that about 70% of employees agree that KM system helps in fast
and better decision making. About 23% disagree with the statement and rest didn’t reply.
Not significant but many respondents agreed with the statement. For this variable,
mean value is 2.733. Thus, decision making is an important criteria of judging KM
success and it effects the decision making of employees to some extent.
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Enhanced productivity or Service quality
Organizations continuously strive for increased productivity or improved service quality. KM
effects the working of employees and hence productivity also.
Table and Exhibit 4.2– Enhanced Productivity or Service quality KM helps in enhancing the productivityResponses Frequency of ResponseStrongly Agree 12Agree 20Disagree 12Strongly Disagree 08Dn/Cs 08Total Responses 60
The above chart represents that 53% of employees agree that KM system helps in increasing
productivity. About 34% disagree with the statement and rest didn’t reply.
For this factor, respondents consider it insignificant as mean value for this variable is
2.333. Productivity or service quality is not the most important criteria and KM does
not affect it significantly.
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Sharing Best Practices
KM helps in sharing experiences, knowledge, ideas and expertise. The best and successful
practices can be easily shared among the employees.
Table and Exhibit 4.3- Sharing best Practices
Implementing KM results in sharing best practicesResponses Frequency of ResponseStrongly Agree 28Agree 18Disagree 10Strongly Disagree 04Dn/Cs 00Total Responses 60
The above chart represents that about 77% of employees agree that KM system assists in
sharing best practices. About 23% of respondents disagree to the situation.
Most respondents are of the opinion that KM helps in sharing best practices. Mean
value for this variable is 3.166. Most respondents agree to the statement. It is one of the
important criteria affected by KM system.
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Entering new Markets
Expanding continuously is important for businesses in order to maintain its existence. For this
they enter new markets. KM provides instant information and makes changes easy in such
scenarios.
Table and Exhibit 4.4 – Entering New Markets KM makes it easy to enter different market typesResponses Frequency of ResponseStrongly Agree 08Agree 14Disagree 18Strongly Disagree 12Dn/Cs 08Total Responses 60
The above chart represents only about 37% of employees agree that KM system helps in
entering to new markets and expansion. About 50% disagree to the statement and rest is
unsure of their opinion.
Entering new markets is one of the least important criteria affected by KM system.
Mean value for this variable is 2.033. Thus effect of KM on this factor is insignificant.
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Innovation
Innovation is important to maintain the competitive advantage in market. Knowledge is the
backbone of innovation and therefore KM is important.
Table and Exhibit 4.5 - InnovationKM helps in increased innovationResponses Frequency of ResponseStrongly Agree 08Agree 18Disagree 16Strongly Disagree 14Dn/Cs 04Total Responses 60
The chart represent about 43% employees agree that KM system results in increased
innovation. About 50% disagree to the statement and rest didn’t reply.
The mean value for this variable is 2.20. Thus, KM does not effect innovation
significantly but it may be of some use in measuring KM success.
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Market ShareTable and Exhibit 4.6 - Market Share
KM system results in increased market shareResponses Frequency of ResponseStrongly Agree 04Agree 08Disagree 16Strongly Disagree 26Dn/Cs 06Total Responses 60
The chart represents that about 20% employees believe that KM system helps in increasing
the market share. About 70% of employees disagree to the statement and rest didn’t reply.
The mean score for this variable is 1.633. Thus, Market share of a company is least
effected by the KM system and it is not an important measure for judging KM success.
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Learning and adaptation capability
Table and Exhibit 4.7 – Learning and adaption capability
KM increases the learning/adaptation capability of employeesResponses Frequency of ResponseStrongly Agree 06Agree 22Disagree 20Strongly Disagree 12Dn/Cs 00Total Responses 60
The chart represents about 47% employees agree that KM system helps in increased learning
and adapting to new situations. About 53% disagree to the statement.
KM supports learning and adaptation of employees to some extent. The mean score for
this variable is 2.366. Thus KM does not effect employee learning and adaptation in a
significant manner and it is of little importance in measuring KM success.
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Staff Attraction/Retention
Table and Exhibit 4.8 – Staff Attraction/ Retention
KM helps in better staff attraction/retentionResponses Frequency of ResponseStrongly Agree 06Agree 08Disagree 16Strongly Disagree 24Dn/Cs 06Total Responses 60
The chart represents about 23% employees believe that KM systems result in attracting and
retaining staff. About 67% are disagreeing to the statement and rest didn’t reply.
Most respondents are of the opinion that KM does not help in attracting or retaining
employees the mean score for this variable is 1.733. Thus KM has insignificant effect on
staff attraction and retention.
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Enhanced Collaboration
Table and Exhibit 4.9 – Enhanced Collaboration
KM results in enhanced collaboration within the organizationResponses Frequency of ResponseStrongly Agree 24Agree 14Disagree 16Strongly Disagree 06Dn/Cs 00Total Responses 60
The chart represents about 63% employees agree that KM system results in enhanced
collaboration i.e. improved coordination and teamwork. KM makes employees better
connected to each other. About 37% employees disagree to the situation.
Most respondents agree that KM system helps in better collaboration among employees
and departments. The mean score for this variable is 2.933. Thus it is one of the
important criteria in measuring KM success and KM improves employee collaboration
significantly.
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Communication among employees
Table and Exhibit 4.10 – Communication among employees
KM helps to address the communication gap in the organizationResponses Frequency of ResponseStrongly Agree 28Agree 12Disagree 14Strongly Disagree 06Dn/Cs 00Total Responses 60
The chart represent about 66% employees agree that KM system improves lines of
communication and makes other employees easily approachable. About 34% of employees
disagree to the situation.
KM helps in filling communication gaps and improves communication among
employees. Respondents feel that KM improves communication among employees in a
significant manner.
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Creation of Intellectual assets
Table and Exhibit 4.11 – Creation of Intellectual assets
KM helps in constant and continuous transformation of individual learning to organizational Learning and vice versaResponses Frequency of ResponseStrongly Agree 08Agree 18Disagree 16Strongly Disagree 08Dn/Cs 10Total Responses 60
The chart represents about 44% of employees agree that KM helps in creating knowledge
banks and also synchronize between employees and organization. About 40% of employees
disagree to the statement and rest didn’t reply.
Respondents disagree that KM builds information pool and knowledge banks. The
mean score for this variable is 2.1. Thus, KM builds the intellectual capital of an
organization to very small extent but it is not a significant criterion in measuring KM
success.
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Delegation of authority
Table and Exhibit 4.12 – Delegation of authority
KM results in increased delegation of authority and accountability to individualsResponses Frequency of ResponseStrongly Agree 04Agree 12Disagree 12Strongly Disagree 28Dn/Cs 04Total Responses 60
The chart represents about 27% of employees agree that KM system results in increased
delegation of authority and responsibility. About 66% of employees disagree to this statement
and rest 7% didn’t reply.
Most Respondents feel that KM does not effect delegation of authority. The mean value
for this variable is 1.733. Thus, delegation is an insignificant criteria for measuring KM
success and its effects.
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Return on Investment
Table and Exhibit 4.13 – Return on Investment
KM helps to achieve better ROIResponses Frequency of ResponseStrongly Agree 06Agree 08Disagree 16Strongly Disagree 24Dn/Cs 06Total Responses 60
The chart represents about 24% of employees agree that applying KM system results in
increased Return on Investment for the company. About 66% of employees disagree to this
and rest didn’t reply.
Most respondents are of the opinion that ROI is not the important criteria in measuring
KM success. The mean value for this variable is 1.733. Thus, contribution of KM system
in increasing the ROI is insignificant.
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Availability of Information
Table and Exhibit 4.14 – Availability of Information
The chart represents 34% of employees agree that information regarding specific processes
and publications are available for reference. About 66% of employees disagree to the
statement.
The mean value for this variable is 1.966. Thus we can say that most employees disagree
to the statement and KM system is not an important source of information. It is not an
important variable in making an organization a learning organization.
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Information is readily available on required topicsResponses Frequency of ResponseStrongly Agree 08Agree 12Disagree 10Strongly Disagree 30
Dn/Cs 00Total Responses 60
Uploading Information
Table and Exhibit 4.15 – Uploading Information
Information can be uploaded in organization’s databaseResponses Frequency of ResponseStrongly Agree 10Agree 24Disagree 14Strongly Disagree 08Dn/Cs 04Total Responses 60
The chart represents about 57% employees agree that they can upload the information
regarding the process on which they work. About 36% disagree to the statement and rest
didn’t reply..
The mean value for this variable is 2.466. Thus most employees are disagreeing that
they can upload information but some are satisfied with it.
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Sharing personal practices
Table and Exhibit 4.16 – Sharing personal practices
Personal best practices can be shared with other employeesResponses Frequency of ResponseStrongly Agree 14Agree 24Disagree 12Strongly Disagree 10Dn/Cs 00Total Responses 60
The chart represents that 64% of employees agree that they can share their personal practices
on KM system. About 36% employees disagree to this.
The mean value for this variable is 2.7. Thus, respondents somewhat agree that they can
share their practices with others. Sharing personal practices is somewhat important in
making an organization a learning organization.
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Availability of Technology
Table and Exhibit 4.17 – Availability of Technology
Availability of hardware and software technologiesResponses Frequency of ResponseStrongly Agree 12Agree 28Disagree 16Strongly Disagree 04Dn/Cs 00Total Responses 60
The chart represents that 66% of employees agree that required hardware and software
technology is available to support learning. About 34% of employees disagree with this
aspect.
The mean value for this variable is 2.8. Thus, we can say that most respondents are
satisfied with technology available and this is a important factor in building a learning
organization.
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Knowledge Acquisition
Table and Exhibit 4.18 – Knowledge Acquisition
Processes for creation, capture, and acquisition of knowledgeResponses Frequency of ResponseStrongly Agree 10Agree 14Disagree 20Strongly Disagree 08Dn/Cs 08Total Responses 60
The chart represents that 40% of employees agree that there are well defined processes for
creation, capture, and acquisition of knowledge. About 46% employees disagree with the
statement and rest didn’t reply.
The mean value for this variable is 2.166. Thus, most respondents disagree that proper
process for knowledge acquisition exists.
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Knowledge Transfer
Table and Exhibit 4.19 : Knowledge Transfer
Knowledge can be easily shared and acted uponResponses Frequency of ResponseStrongly Agree 06Agree 24Disagree 16Strongly Disagree 14Dn/Cs 00Total Responses 60
The chart represents that 50% of employees agree that knowledge can be easily shared and
acted upon. About 50% employees disagree with the statement.
The mean value for this variable is 2.366. Thus, on average respondents disagree that
knowledge can be easily shared. It is not a prime factor in a learning organization.
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Common VisionTable and Exhibit 4.20– Common Vision
A cohering and powerful vision of the organization is sharedResponses Frequency of ResponseStrongly Agree 16Agree 24Disagree 14Strongly Disagree 06Dn/Cs 00Total Responses 60
The chart represents that 66% of employees agree that cohering and powerful vision of the
organization is shared across the workforce. About 34% employees disagree with the
statement.
The mean value for this variable is 2.833. Thus, on average respondents agree that a
common vision exists in the organization and employees agree with it. It is also an
important factor in making organization a learning organization.
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Organization Structure
Table and Exhibit 4.21– Organization Structure
Enabling structures in terms of hierarchy and communication flows existsResponses Frequency of ResponseStrongly Agree 08Agree 28Disagree 12Strongly Disagree 06Dn/Cs 06Total Responses 60
The chart represents that 60% of employees agree that enabling structures in terms of
hierarchy and communication flows exists. About 30% employees disagree with the
statement and rest didn’t reply.
The mean value for this variable is 2.433. Thus, on average respondents disagree that
enabling organization structure exists in the organization but it is somewhat important
for learning organization.
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Teamwork
Table and Exhibit 4.22- TeamworkThere are cohesive teams in organization which facilitates learningResponses Frequency of ResponseStrongly Agree 14Agree 32Disagree 08Strongly Disagree 06Dn/Cs 00Total Responses 60
The chart represents 76% of employees agree that there are cohesive teams in organization
which facilitates sharing of experiences. About 24% employees disagree with the statement
and rest didn’t reply.
The mean value for this variable is 2.9 Thus, on average respondents agree that
working in teams result in better learning for employees and organization. It is an
important measure for a learning organization.
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Incentives to use KM
Table and Exhibit 4.23 : incentives to use KM
Organization provides incentives to use KM systemResponses Frequency of ResponseStrongly Agree 04Agree 10Disagree 26Strongly Disagree 16Dn/Cs 04Total Responses 60
The chart represents 24% of respondents agree that organization provides incentives to
motivate users to use KM system. About 70% employees disagree with the statement and rest
didn’t reply.
The mean value for this variable is 1.9 Thus, on average respondents disagree that there
is any incentive to use KM. It is not an important measure for a learning organization.
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Learning and Re-learning of employees
Table and Exhibit 4.24 – Learning and Re-learning of employees
Organization strives for learning, unlearning and re-learning for its employeesResponses Frequency of ResponseStrongly Agree 10Agree 16Disagree 22Strongly Disagree 12Dn/Cs 00Total Responses 60
The chart represents 43% of respondents agree that organization continuously strives for
learning, unlearning and re-learning for its employees. About 57% employees disagree with
the statement.
The mean value for this variable is 2.4. Thus, on average respondents disagree that
organization provides opportunity for continuous learning.
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Part 3: Factor Analysis
This part deals with the factor analysis among variables. Factor Analysis is a statistical tool
which is used as a method for data reduction or structure detection. The term factor analysis
was first introduced by Thurstone in 1931. The main purpose or function of factor analysis
technique is as follows:
(1) to diminish/moderate the number of variables and
(2) to detect structure in the relationship between variables , that is to classify variables
The Factor Analysis technique has been applied to analyse the 24 variables contained in the
questionnaire. This technique has been applied on these variables with the purpose to
(a) Reduce the number of variables and
(b) To detect a structure in the relationship between variables
The Factor Analysis technique has been applied to analyze the 24 variables contained in the
questionnaire.
Factor Analysis
Factor Analysis results for data collected from respondents. It is done for all 24 variables and
60 respondents. Factors were extracted by Principal Component Method from the correlation
matrix. All factors with eigen values greater than 1 are extracted.
Table 1: Table gives eigenvalues, variance explained, and cumulative variance
It’s been assumed that respondents have KM experience, consider them
fairly knowledgeable about KM, and are involved in KM initiative decision
making.
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Since all the respondents indicated that they have KM experience and that
they have answered KM-related questions, we can assume that these
organizations are involved in implementing KM.
Table 4: Survey Results of KM Criteria
S No.
Knowledge Management
Mean score
Agree (%)
Remarks
1 Decision Making 2.733 70 Less significant but many responses agreed with it. It shows decision making is an important criteria of judging KM success2 Enhanced Productivity 2.333 53 Productivity or service quality is not the most important criteria and KM does not affect it significantly
3 Sharing best practices 3.166 77 It helps in sharing best practices It is one of the important criteria affected by KM system4 Entering new markets 2.033 37 It is one of the least important criteria affected by KM system
5 Innovation 2.2 43 KM does not effect innovation significantly but it may be of some use in measuring KM success6 Market Share 1.633 20 Market share of a company is least effected by the KM system
7 Learning/adaptation 2.366 47 KM does not effect employee learning and adaptation in a significant manner and it is of little importance in measuring KM success8 Staff
Attraction/Retention1.733 23 KM has insignificant effect on staff
attraction and retention9 Collaboration 2.933 63 KM system helps in better
collaboration among employees and departments it is one of the important criteria in measuring KM success10 Communication Gap 3.033 66 Respondents feel that KM improves communication among employees in a significant manner
11 Intellectual asset 2.1 44 KM builds the intellectual capital of an organization to very small extent but it is not a significant criterion in measuring KM success12 Increased Delegation 1.733 27 Delegation is an insignificant criteria for measuring KM success and its effects
13 ROI 1.733 24 Contribution of KM system in increasing the ROI is insignificant
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Graph 2: Line shape chart representing mean score and distinguishing highest & least
variables
The results shown above tells that there are variables 1, 2, 9 and 10 (shown as a black
rhombus) that are most effected by knowledge management system, they are important
factors in judging KM success. The research result also shows that there are variables that are
least effected by knowledge management system and they are least important criteria’s in
judging KM success. These variables are 6, 8, 12, and 13 (shown as a black triangle).
Table 5: Survey results of Organizational Learning
S No.
Learning Organization
Mean Scor
Agree (%)
Remarks
14 Availability of Information
1.966 34 Most employees disagree to the statement not an important variable in making an organization a learning organization
15 Uploading data 2.466 57 Most employees are disagreeing that they can upload information but some are satisfied with it16 Sharing of practices 2.7 64 Sharing personal practices is somewhat important in making an organization a learning organization17 Enabling
technologies2.8 66 Most respondents are satisfied with
technology available and this is a important factor in building a learning organization
18 Knowledge acquisition
2.166 44 Most respondents disagree that proper process for knowledge acquisition exists
19 Knowledge transfer 2.366 50 On average respondents disagree that knowledge can be easily shared. It is not a prime factor in a learning organization
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20 Common vision 2.833 66 It is an important factor in making a learning organization
21 Enabling structures 2.433 60 It’s mean score shows that it is somewhat important for learning organization
22 Teamwork 2.9 76 Teams result in better learning for employees and organization. It is an important measure for a learning organization23 Incentives 1.9 24 It is not an important measure for a learning organization
24 Employee re-learning 2.4 43 On average respondents disagree that organization provides opportunity for continuous learning
Graph 3: Line shape chart representing mean score and distinguishing highest & least
variables
The result shown above tells that there are certain variables 16, 17, 20 and 22 (shown as a
black rhombus) which help in making an organization a learning one. Their activities
contribute in building learning organization. The research result also shows that there are
variables that are least contributing factors and the organization is not influenced by them.
These variables are 14 and 23 (shown as a black triangle).
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Most useful criteria
The research results show that there are variables that are most effected by knowledge
management system and they are important criteria’s in judging KM success. These variables
are given below.
- Decision Making
- Sharing best practices
- Enhanced Collaboration
- Improved Communication
Least useful criteria
The research results show that there are variables that are least effected by knowledge
management system and they are not important criteria’s in judging KM success. These
variables are given below.
- Increased market share
- Better staff attraction/retention
- Delegation of authority
- Return on investment of KM effort
Some variables are not very significant to check effects of KM system but on the other hand
they cannot be totally ignored. These are:
- Enhanced Productivity
- Innovation
- Learning/adaptation
- Building Intellectual assets
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Research findings also show that what activities organizations are doing well that contributes
in building learning organization and what else they can focus on for organization’s learning.
The factors on which organizations are doing well are:
- Sharing of best practices
- Availability of required technologies
- Common vision of the organization among the workforce
- Working in teams
Factors on which organizations are not working well are:
- Availability of information regarding processes and knowledge banks
- Providing incentives to take active interest in KM system
Other factors which need to be improved are:
- Build processes that enable knowledge acquisition/capture and transfer
- Enable employees to upload information in KM database
- Build learning culture and focus on continuous learning
The major objective of this survey is to find out the effects of Knowledge Management System in an organization and its contribution to a Learning Organization. The information collected is only for research purpose and will be kept confidential.
Description of Rating ScalesValue Meaning Assigned
Strongly Agree You are in agreement with the statement to a very high extent
Agree You believe that statement is true to some extent
Disagree You believe that statement is not true to some extent
Strongly Disagree You totally disagree with the statement
Don’t know/Cant say(Dn/Cs) You do not know about it or can not say
PART 1 Following are the statements that reflect the effects of Knowledge Management system in an organization. According to your opinion please PUT (O) symbol in front of the suitable option.
1. The KM system helps in fast and better decision making.Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
2. KM helps in enhanced productivity or service quality. Strongly Agree Disagree Strongly Dn/Cs Agree Disagree
3. Implementing KM results in sharing best practices. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree 4. KM makes it easy to enter different market types.
12. KM results in increased delegation of authority and accountability to individuals. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
13. KM helps to achieve better ROI. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
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PART 2
Following are the statements that reflect characteristics of any Learning Organization. According to your opinion please TICK in front of the option that best suit your organization.
1. Information is readily available on required topics from current publications to industry specific processes. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree 2. Information regarding process description can be uploaded in organization’s database. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
3. Personal best practices can be shared with other employees. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
4. Enabling hardware and software technologies are available to support learning rather than control it. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
5. There are well defined processes for creation, capture, and acquisition of knowledge. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
6. Useful knowledge can be easily shared and acted upon. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
7. A cohering and powerful vision of the organization is shared across the workforce to promote need for strategic thinking at all levels. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree 8. There are enabling structures in terms of hierarchy and communication flows that facilitates learning. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
9. There are cohesive teams in organization which facilitates sharing of experiences and Information among employees. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
10. The organization provides incentives to motivate users to learn from experiences and
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use KM system. Strongly Agree Disagree Strongly Dn/Cs
Agree Disagree
11. The organization continuously strives for learning, unlearning and re-learning for its employees. Strongly Agree Disagree Strongly Dn/Cs