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Barrier impact on organizational learning within complex organizations

Barrier impact on organizational learning within complex organizations
Barrier impact on organizational learning within complex organizations
Purpose – The purpose of this research is to examine the manner in which employees access, create and share information and knowledge within a complex supply chain with a view to better understanding how to identify and manage barriers which may inhibit such exchanges.
Design/methodology/approach – An extensive literature review combined with an in-depth case study analysis identified a range of potential transfer barriers. These in turn were examined in terms of their consistency of impact by an end-to-end process survey conducted within an IBM facility.
Findings – Barrier impact cannot be assumed to be uniform across the core processes of the organization. Process performance will be impacted upon in different ways and subject to varying degrees of influence by the transfer barriers. Barrier identification and management must take place at a process rather than at the organizational level.
Research limitations/implications – The findings are based, in the main, on an extensive single company study. Although significant in terms of influencing both knowledge and information systems design and management the study/findings have still to be fully replicated across a range of public and private organizations.
Originality/value – The deployment of generic information technology and business systems needs to be questioned if they have been designed and implemented to satisfy organizational rather than process needs.
knowledge transfer, learning organizations, supply chain management
1367-3270
107-123
McLaughlin, Stephen
7bf77a44-aeeb-468f-ba15-a3aa53241f91
Paton, Robert A.
0e64037a-8f4d-402d-a7e5-92880f030000
Macbeth, Douglas K.
2a349f8a-0702-43ae-b2d6-1038635e1b59
McLaughlin, Stephen
7bf77a44-aeeb-468f-ba15-a3aa53241f91
Paton, Robert A.
0e64037a-8f4d-402d-a7e5-92880f030000
Macbeth, Douglas K.
2a349f8a-0702-43ae-b2d6-1038635e1b59

McLaughlin, Stephen, Paton, Robert A. and Macbeth, Douglas K. (2008) Barrier impact on organizational learning within complex organizations. Journal of Knowledge Management, 12 (2), 107-123. (doi:10.1108/13673270810859550).

Record type: Article

Abstract

Purpose – The purpose of this research is to examine the manner in which employees access, create and share information and knowledge within a complex supply chain with a view to better understanding how to identify and manage barriers which may inhibit such exchanges.
Design/methodology/approach – An extensive literature review combined with an in-depth case study analysis identified a range of potential transfer barriers. These in turn were examined in terms of their consistency of impact by an end-to-end process survey conducted within an IBM facility.
Findings – Barrier impact cannot be assumed to be uniform across the core processes of the organization. Process performance will be impacted upon in different ways and subject to varying degrees of influence by the transfer barriers. Barrier identification and management must take place at a process rather than at the organizational level.
Research limitations/implications – The findings are based, in the main, on an extensive single company study. Although significant in terms of influencing both knowledge and information systems design and management the study/findings have still to be fully replicated across a range of public and private organizations.
Originality/value – The deployment of generic information technology and business systems needs to be questioned if they have been designed and implemented to satisfy organizational rather than process needs.

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More information

Published date: 2008
Keywords: knowledge transfer, learning organizations, supply chain management

Identifiers

Local EPrints ID: 64212
URI: http://eprints.soton.ac.uk/id/eprint/64212
ISSN: 1367-3270
PURE UUID: 1e387707-eb04-4a2f-a207-ef775bdbe110

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Date deposited: 13 Jan 2009
Last modified: 15 Mar 2024 11:47

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Contributors

Author: Stephen McLaughlin
Author: Robert A. Paton
Author: Douglas K. Macbeth

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