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Learning and process improvement in knowledge organizations: a critical analysis of four contemporary myths

Nereu F. Kock Jr (Nereu F. Kock Jr and Robert J. McQueen are in the Department of Management Systems, University of Waika, Hamilton, New Zealand)
Robert J. McQueen (Robert J. McQueen are in the Department of Management Systems, University of Waika, Hamilton, New Zealand)
Megan Baker (Megan Baker is in the Department of Business Management, Monash University, Victoria, Australia)

The Learning Organization

ISSN: 0969-6474

Article publication date: 1 March 1996

1176

Abstract

Discusses the concepts of knowledge, information and data. Analyses the concept of knowledge organizations with the focus on its reliance on knowledge workers and intense information flow. Based on the previous discussion, critically analyses four contemporary myths: (1) process improvement should focus on activities; (2) process improvement should itself be a top‐down process; (3) organizations should be learning systems; and (4) fragmentation should be avoided. Argues that these myths are particularly deceiving and potentially dangerous owing to their incompatibility with the concept of knowledge organizations and the way these organizations operate.

Keywords

Citation

Kock, N.F., McQueen, R.J. and Baker, M. (1996), "Learning and process improvement in knowledge organizations: a critical analysis of four contemporary myths", The Learning Organization, Vol. 3 No. 1, pp. 31-41. https://doi.org/10.1108/09696479610106790

Publisher

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MCB UP Ltd

Copyright © 1996, MCB UP Limited

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