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One ,of the ,key challenges for business executives in the ,knowledge ,era is to manage,intellectual capital. Drawing ,upon: (1) the author’s personal experience as CKO of – the world’s first knowledge ,exchange auction; and (2) the relatively ,nascent

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... Organizational structure can be used to strengthen Exploration by undermining the effectiveness of Exploitation, like failures to recall past lessons, to implement past solutions, to communicate about current problems, all contribute to inefficiency in refining current practice. In the structure there is an element dedicated to develop the organizational learning routines: the CKO – Chief Knowledge Officer (Graham and Pizzo, 1996; Lank, 1997; Demarest, 1997; Ruggles, 1998; Parker, 1998; Earl and Scott, 1999; Greco, 1999; Bonner, 2000; Mitchell and Bontis, 2000; Bontis, 2001b; Bontis, 2002a, Reinhardt et al., 2003). It is up to this responsible (Warner and Witzel, 1999) to leader the " brain management " (Roberts, 2000) and the organizational learning systems (Bontis et al., 2002 ). ...
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Purpose - The purpose of this paper is to explore a new idea presenting the possible relationship between organisational learning and organisational design. Design/methodology/approach - The establishment of this relation is based upon extensive literature review. Findings - Organisational learning theory has been used to understand several organisational phenomena, like resources and competencies, tacit knowledge or the role of memory in the organisation; however, it is difficult to identify fits and consequent misfits between organisational learning and the organisational design. Research limitations/implications - This is a theoretical paper, so there is a possible limitation, regarding the lack of empirical support. Practical implications - At the end of the paper a number of recommendations regarding the organisational design are suggested, in order to promote organisational learning in the firms. Originality/value - This paper identifies some links between organisational learning and organisational design, providing the grounds for a subsequent development and empirically testing of those relations.
How does organizational learning affect strategic change? How does strategic change affect organizational performance? How does organizational learning influence organizational performance? Is strategic change a mediator between organizational learning and organizational performance? This article, considering strategic change as a mediator, integrates organizational learning, strategic change and organizational performance into a theoretical model. First, using multi-regression analysis, this article tries to analyze and verify the influence of organizational learning on strategic change, the influence of organizational learning on organizational performance and the influence of strategic change on organizational performance. Then using structural equation model, this study has a further systematic analysis, trying to explore influence mechanism and specific paths among the variables to highlight strategic change' mediating role between organizational learning and organizational performance.
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