Organisational learning is a key plank in the management of knowledge within an organisation. This paper analyses the mechanisms, whether formal or informal, that may exist to facilitate organisational learning. It is by no means unusual for knowledge sharing to be effectively invisible to management. So how can its effectiveness be recognised, let alone measured? The paper explores what can be measured and whether such measurement is actually indicative of effectiveness and then evaluates the value that such measurements might actually deliver. The findings reported arise from a study carried out in a large UK-based company.
|Publication status||Published - Apr 2009|
|Event||Performance management: theory and practice, 6th Performance Management Association Conference - University of Otago, New Zealand|
Duration: 14 Apr 2009 → 17 Apr 2009
|Conference||Performance management: theory and practice, 6th Performance Management Association Conference|
|City||University of Otago|
|Period||14/04/09 → 17/04/09|