International Journal of Human Resources Development and Management, 7 (1), 2007 – interesting articles on learning, unlearning, and knowledge

[German title: International Journal of Human Resources Development and Management, 7 (1), 2007 – interessante Artikel]

Experts as writers in knowledge-intensive organisations   26 – 36 
Kerttuli Visuri

Abstract: The paper focuses on writing by experts in knowledge-intensive, innovative work. Writing is an important part of expertise. In business life and industry, little attention has been paid to the writing processes employed in innovative expert work. The paper describes an interview study that illustrates attitudes towards writing in knowledge-intensive work. The study locates an application area in which creative writing is often needed, but where little empirical research into writing currently exists: the generation and development of seeds for new innovations and project ideas.

Keywords: writing, expertise, knowledge sharing, innovation, knowledge-intensive organisations, human resources management

Linking unlearning and Relational Capital through organisational relearning   37 – 52
Juan G. Cegarra-Navarro and Maria T. Sanchez-Polo

Abstract:  Although unlearning in organisations has been considered necessary for organisational learning, little is known about how unlearning takes place. This paper examines the relative importance and significance of Individual Unlearning (IUL) on the organisational relearning and its effects on the creation of Relational Capital (RC) through an empirical investigation of 130 SMEs in the Spanish telecommunicasector using structural equation modelling validated by factor analysis. Results support that IUL has an indirect effect on RC through organisational relearning.

Keywords: individual unlearning, organisational relearning, relational capital, SMEs, innovation
Looking from the Organisational Learning lens at technology enabled HR in Indian organisations   53 – 66
Jyotsna Bhatnagar

Abstract: In some Indian organisations we find a mature, transformational, decision analytics based Human Resource Information System (HRIS), while in most organisations it remains a transactional process. The current study reflects on how OL capability (from here onwards organisational learning will be referred as OL) is enhanced by these systems and explores the implementation and design of these systems in India. Some organisations have implemented the Human Resource (HR) architecture through the technology driver. Analysis in terms of type of learning need, IT impact, level of Learning, role of HR and need analysis has been conducted for three case studies. The paper explores further research implications.

Keywords: information technology, organisational learning, OL, human resources, information systems, HRIS, India

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