Bridging Knowledge and Learning for Sustainable Organizational Growth

Abstract

In this study, the author presumes investigation of the connection between knowledge management practices and organizational learning in general and cross-functional management. Knowledge management that includes knowledge creation, knowledge storage, sharing and use is assumed to enhance organizational learning in the form of continually adjusting to the environmental changes, improving the quality of decision making, and innovation (Nonaka & Takeuchi, 1995). This relationship is particularly important in the contemporary business environment due to its speedy changing nature and direct dependence on dexterity to cross-functional work as well as learning. It is through the investigation of how organized knowledge practices lead to the development of a culture of learning that this study has considered the mechanisms through which organizations are able to capture tacit knowledge and implicit knowledge, and spread knowledge throughout the departments and instill the lessons in practices (Argote, 2013; Senge, 1990). The aim of the findings is to educate managers and stakeholders about the essentiality of establishing efficient KM systems that will reinforce the learning processes, ultimately creating organizational performance and resilience, as well as strategic alignment.