Online from: 1994
Subject Area: Organization Studies
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|Title:||Organizational commitment, knowledge management interventions, and learning organization capacity|
|Author(s):||Peter Massingham, (Centre for Knowledge Management, School of Management and Marketing, University of Wollongong, Wollongong, Australia), Kieren Diment, (Centre for Knowledge Management, School of Management and Marketing, University of Wollongong, Wollongong, Australia)|
|Citation:||Peter Massingham, Kieren Diment, (2009) "Organizational commitment, knowledge management interventions, and learning organization capacity", Learning Organization, The, Vol. 16 Iss: 2, pp.122 - 142|
|Keywords:||Communication technologies, Corporate strategy, Knowledge management, Learning organizations|
|Article type:||Research paper|
|DOI:||10.1108/09696470910939206 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to examine the relationship between organizational commitment and knowledge management initiatives in developing learning organization capacity (LOC).
Design/methodology/approach – This is an empirical study based on a single case study, using partial least squares (PLS) analysis.
Findings – The strategic importance of LOC and the role of knowledge sharing in developing LOC have been well documented. The effect of social and conversational technologies on LOC has also undergone investigation. The effect of individual factors (e.g. attitudes) towards such technologies has not been adequately described empirically. This paper links organizational commitment, a broad attitude domain, and technology aptitude, a narrow attitudinal facet, to knowledge sharing via a social and conversational technology.
Originality/value – This research clarifies person-related effects within these important workplace phenomena.
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