Journal of Management and Organizations Strategy
Volume 2, Numéro 4, Pages 20-24
2020-12-31

Knowledge Management And Learning Organizations.



Authors : Samia Bedoui .

Abstract

This paper explores the theoretical and practical foundations of knowledge management and learning organizations by examining three key areas: the distinction between tacit and explicit knowledge, the mechanisms for knowledge sharing, and established frameworks for fostering organizational learning. It begins by differentiating between tacit knowledge—personal, experience-based, and difficult to articulate—and explicit knowledge, which is formalized, codified, and easily transferable. Using Nonaka and Takeuchi’s SECI model, the paper underscores the dynamic transformation between these knowledge types, which is vital for innovation and continuous learning in organizations. Next, the study identifies mechanisms that facilitate knowledge sharing, emphasizing both formal and informal channels. While documentation systems and training programs effectively disseminate explicit knowledge, informal practices such as mentoring, storytelling, and communities of practice are essential for transmitting tacit knowledge. The paper also highlights the critical role of organizational culture, trust, and leadership in encouraging knowledge flow. Technology, although an important enabler, is shown to be insufficient without attention to human motivation and structural supports. Finally, the paper reviews several influential frameworks that conceptualize learning organizations. Senge’s five disciplines framework, Garvin’s three building blocks, and Argyris and Schön’s distinction between single-loop and double-loop learning offer complementary approaches to embedding learning into organizational processes. French contributions from Le Boterf and De la Garanderie expand the analysis by incorporating competence development and cognitive strategies. Technological systems and quality models, such as knowledge management systems (KMS) and the EFQM Excellence Model, are also examined for their support in operationalizing learning processes. The paper concludes that becoming a learning organization involves more than acquiring information. It requires integrating technical tools with cultural, behavioral, and structural changes. Leaders play a pivotal role by fostering environments of trust, openness, and continuous improvement. By aligning knowledge management practices with learning frameworks, organizations can enhance adaptability, innovation, and sustained performance. This integrated perspective offers valuable insights for both academic inquiry and managerial application in knowledge-intensive environments.

Keywords

, Knowledge anagement , Learning Organizations , knowledge management systems (KMS)

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