How to Improve Organizational Performance Through Learning and Knowledge?

8700 WordsMar 2, 201235 Pages
The current issue and full text archive of this journal is available at www.emeraldinsight.com/0143-7720.htm How to improve organizational performance through learning and knowledge? Tsung-Hsien Kuo Testing Center, Securities and Futures Institute, Taipei, Taiwan Abstract Purpose – Through investigating the relationship among human resource management (HRM), organizational learning (OL), organizational innovation (OI), knowledge management capability (KMC), and organizational performance (OP), the aim of this paper was to find a way of improving organizational performance through learning and knowledge. Design/methodology/approach – A survey questionnaire was utilized to collect data. The population of this study included 659…show more content…
Organization for Economic Cooperation and Development (OECD, 1996) indicates that contemporary economies are increasingly based on knowledge and information. OECD analysis is increasingly directed to understanding the dynamics of the knowledge-based economy and its relationship to traditional economics. According to OECD, knowledge-based economy is directly based on the production, distribution and use of knowledge and information, and it is considered: . an innovative economy, in terms of knowledge content; . a networked economy, in terms of knowledge presentation; . a learning economy, in terms of knowledge social type; and . a green economy, in terms of organization sustainability. This is also reflected in the trend in OECD economies towards growth in high-technology investments, high-technology industries, more highly-skilled labor and associated productivity gains. This study aims to propose a model to explore the relationships among human resource management, organizational learning, organizational innovation, knowledge management capability and organizational performance using structural equation modeling. The research participants are from 208 electronic manufacturing companies. The study particularly targets management-level personnel (e.g. line managers, knowledge management officers, human resource management or training department
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