TABLE OF CONTENTS Juan Pablo Giraldo, D.Sc.
Organizations as they grow are continuously facing more complex and dynamic global markets. Traditional approaches to gain competitive advantage and sustain growth are narrow and limited. These strategies usually formulate plans based on linear models that do not address complexity and dynamic workplaces.
This chapter presents findings from my dissertation research. First, it incorporates a validated model that approaches organizations as complex social systems. The main characteristic is that organizational effectiveness is seen as not only a work/performance action, but also a combination of performance and learning actions.
Second, it develops a framework that identifies knowledge management (KM) technologies as a mixture of events that balance technologies, flow of knowledge, context of knowledge, and critical actions that support technology investments.
Sixty-two subjects from 21 organizations participated in this correlational research. Correlations were established between (a) KM technologies and learning actions conducted to adapt an organization to its external and internal environment; (b) KM technologies and learning actions conducted to attain specific goals; (c) KM technologies and learning actions conducted to integrate knowledge and information within an organization; and (d) KM technologies and learning actions conducted to maintain and reinforce organizational culture.
This chapter presents a summary of my doctoral dissertation research, which studied the relationship between technologies for knowledge management (KM) and learning actions of global organizations. This research provides a validated framework that aids the decision-making process by providing a clear structure and identifying technology as a mixture of events that balance flow...
