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1 – 2 of 2Delio Ignacio Castaneda, Luisa Fernanda Manrique and Sergio Cuellar
This paper aims to focus on research regarding organizational learning (OL) and knowledge management (KM), and to specifically investigate whether OL has been conceptually…
Abstract
Purpose
This paper aims to focus on research regarding organizational learning (OL) and knowledge management (KM), and to specifically investigate whether OL has been conceptually absorbed by KM.
Design/methodology/approach
This study is based on 16,185 articles from the Scopus and ISI Web of Science databases, using VantagePoint 10.0 software. The method used in this study is a systematic literature review covering KM and OL publications from the 1970s, when the OL field started to grow, up to 2016.
Findings
Nuclear processes of OL, creation and acquisition of knowledge, have been conceptually absorbed by KM literature in the past years.
Research limitations/implications
Only two databases have been considered, Scopus and ISI Web of Science, because of their academic prestige. However, these databases include a large number of articles on KM and OL. Search terms used could exclude some relevant terms, although all major descriptive terms have been included.
Practical implications
This paper identifies thematic clusters in KM and OL, evolution of both fields, most cited authors and representative journals by topic.
Originality/value
This is the first paper to jointly analyse the evolution of KM and OL. This paper shows a conceptual absorption of OL into KM, which may enrich academic discussion and also provide some clarity to the conceptualization of these two fields.
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Keywords
Ia Williamsson and Linda Askenäs
This study aims to understand how practitioners use their insights in software development models to share experiences within and between organizations.
Abstract
Purpose
This study aims to understand how practitioners use their insights in software development models to share experiences within and between organizations.
Design/methodology/approach
This is a qualitative study of practitioners in software development projects, in large-, medium- or small-size businesses. It analyzes interview material in three-step iterations to understand reflexive practice when using software development models.
Findings
The study shows how work processes are based on team members’ experiences and common views. This study highlights the challenges of organizational learning in system development projects. Current practice is unreflective, habitual and lacks systematic ways to address recurring problems and share information within and between organizations. Learning is episodic and sporadic. Knowledge from previous experience is individual not organizational.
Originality/value
Software development teams and organizations tend to learn about, and adopt, software development models episodically. This research expands understanding of how organizational learning takes place within and between organizations with practitioners who participate in teams. Learnings show the potential for further research to determine how new curriculums might be formed for teaching software development model improvements.
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