Knowledge Management, Social Networks and Innovation - Coursework Example

Knowledge Management, Social Networks and Innovation Table of Contents Introduction 3 Discussion 3 Organisational Learning 3 Knowledge Management 5 Case Study Application 6 Recommendations / Future Opportunities 8 Conclusion 9 References 11 Introduction Organisational Learning (OL) surfaced to develop the operations prominent within an organisation. With the changing needs of business organisations, they are continuously modifying their systems of operations largely. Maintaining competitive advantages has also become a prime need for an organisation to sustain. Globalisation has likewise emerged as another challenge for organisations to develop their sustainability. Organisations in the present era are therefore fostering the needs of development based on the strategy of continuous learning (Vera & Crossan, n.d.). Knowledge Management (KM), in this regards, is considered the sole requisite to enhance innovation that would act as an added advantage for organisations to maintain their dominance in the global environment. Hence, organisations in the present era are maintaining its competitive edge based on the efficient handling of strategies, such as OL as well as KM (Prange, 1999). Hence, with the developments in the concepts of practice and technology orientation, the organisations are illustrating, the general concepts sustained within the diversified business world (Argyris, 1999). In this context, the paper convolutes on creation of knowledge as well as transfer within organisation. The organisational dynamics will be duly elaborated based on the needs of social dynamics and engendered innovations. Furthermore, the paper inclined towards addressing the complex problems that are prominent within the business domain to enhance the ability of the organisation to assess knowledge. Correspondingly, by addressing the development within the domain of technology, the paper develops a better understanding of the diverse applications of changing business needs. Discussion Organisational Learning With changing environment and dynamic needs of business, OL has become a major area of interest among business personnel that might help them to develop the quality of operation. Continuous development within the research and development field, as well as in the technical field has in turn acted as a stimulus for integrating OL into the system of business operation (Argote & Miron-Spektor, 2005). With the need to maintain a continuous process of growth and sustainability within the global edge, the organisations are fostering continuous learning process too (Schulz, 2011; Torlak, n.d.). It must be noted in this context that learning is often attributed as a prerequisite for developing the ability of employees in general by enhancing their capacity to perform within the global domain. OL herewith refers to a continuous process of learning while conducting their jobs. Notable to the above, to maintain a competitive edge, the organisations are majorly aligned towards developing the ability of the employees by developing their level of knowledge (Dixon, 1999). By maintaining a continuous OL process, an organisation ensures that there is a proper flow of information from and knowledge sharing among the employees. This process of development and learning is correspondingly noted to be effective, as it enhances the ability of the employees to augment their knowledge based on the prior experiences that they have gained over the years. With the notion to develop the general system of learning and to maintain a continuous process of development, organisations in the present era are nurturing an OL (John, 2002; Hovland, 2003). Additionally, this is even effective in developing the process of retaining organisational learning and transferring the same among the employees. This process duly ensures that the employees are able to enrich their individual knowledge bases and develop the different attribute of services. Learning being an ongoing process, cherishing the same ensures that an individual is continuously developing their skills to enhance their ability to meet with the technological development needs that are being incorporated within a business domain through innovation (Lawson et al., 2001). In this context, it can also be asserted that organisations, to ensure a process of continuous growth and development, must be encouraging innovations within the operations (Lawson et al., 2001). With the integrated technique imposed by OL by fostering efficient information, sharing among employees increases transparency as well as develops the various attributes of the employees empowering their innovative skills (Darroch & McNaughton, 2002; Wang & Ahmed, 2002). Correspondingly, the need of OL has emerged, as the academic business activities are observed to be specific tools that enhance the ability of the employees to perform and ensure the level of commitment towards the job (McGill & Beaty, 2001). Through OL, an organisation ensures that they are able to maintain the knowledge base as well as develop its ability to innovate. Moreover, with proper sharing of knowledge among employees, an organisation certifies the progression of social networking and aligns the different innovative approaches with the organisational goal and objective (Moyle, 2010). Knowledge Management Since ancient times, there is a belief nurtured that knowledge helps in developing power. The belief is well justified even in the present era as knowledge could be directly linked with the attainment of power. The changing environment and continuous development of technology sustainability could only be ascertained with the continuous maintenance of knowledge (Uriarte, 2008; Liebowitz, 1999). Knowledge herewith helps in formulating strategies and in developing innovative strategies to meet with the diversified needs of business. With the proper assessment of knowledge, an individual can effectively maintain the diversified business needs and enhance the attribute of performances (Hislop, 2009; Qaqaya & Lipimile, 2009). Thus, to ensure sustainable development, organisations are presently tending towards developing KM within the business domain. Correspondingly, with the development of a globalised world, organisations are presently synthesising knowledge to enhance its ability to meet with the changing needs of challenging times (Akram et al., 2011; Moyle, 2010). With the changes in the business environment, organisations are mostly aligned towards developing new concepts of sharing knowledge among employees to ensure continuous growth as well as development. KM is therefore termed to be a process followed by organisations to progress its current business processes by maintaining effective gathering, sharing and management of knowledge among others (McAdam, 2000). The effective management of knowledge is noted to be developing the attributes of employees and creating an added advantage for them to perform. The strategic development of KM is hence observed to be “intellectual assets” of the company that helps in enhancing the overall aspects of the company to perform (Lytras et al., 2008). KM even ensures incorporation of discipline that would enhance the various attributes related with the process of learning within an organisation (King, 2009). Efficient handling of KM also helps in incorporating efficient development of technology and enables progression in the organisational structure. By tactically handling the flow of information, an organisation will be able to ascertain that the specific purpose of knowledge sharing is being effectively met. This process also helps in efficiently handling productivity within an organisation and enhances the ability of the organisation to perform (Jashapara, 2011). With the need for development and sufficing the needs for diverse technological advancement, organisations in the present era are nurturing effective skills of employees. As KM is the sole strategy fuelling the need of development, most of the organisations are developing their ability of performances based on management of effective KM (Hovland, 2003). Notably, the progression that is integrated within the system of operations could be effectively handled with the use of different KM strategies (Gloet & Samson, 2012; Andrew et al., 2001). This strategy helps in synthesising the different changing technologies within a business and in developing the approach of the business towards maintaining a continuous progression as well (Hlupic et al., 2002). With the rigorous development in the technologies of KM, an organisation can therefore ensure effective development of credibility to maintain a sustainable business entity (Sivarajah, 2013). Correspondingly, KM also supports an organisation to enhance the approaches of the management to develop a competitive edge and enable innovation and strategic advancement in the business processes (Newell et al., 2009; Awad & Awad, 2007). Case Study Application KM and OL are largely integrated in the various sections of the organisations based on the needs and specifications of businesses. Development of an organisation in the challenging environment as that of the present globalised era is noted to be based on the effective development of strategies that are fostering KM as well as OL (Shin et al., 2001). The same fact is also identifiable within the context of PricewaterhouseCoopers (PwC). PwC is a leading ‘professional service’ provider within the global auditing business. The company hosts a network of auditing firms across 157 countries and develops its commercial relationship all over the globe. The company approximately has 195,000 employees who are committed towards effectively handling the auditing needs of different businesses. Through the efficient handling of different strategies, the company is effectively managing its employee base. Additionally, to meet with the diverse needs of the changing environment, the organisation has been much concentrated on integrating a knowledge management environment too in its recent initiatives (PwC, 2015). Integrating KM is a challenging task for every organisation and is often noted to impose a huge influence on the various tasks undertaken by the company. PwC has been operating within a sector where providing practical knowledge to the clients is mandatory. Hence, the company has to develop its employees to be adept to meet with the diverse challenges imposed by the changing needs of clients. Correspondingly, to face with the challenges of loss of knowledge due to retirement as well as during employee turnover, the organisation has to develop an effective chain of information sharing (PricewaterhouseCoopers LLP, 2013). This might in turn help in enhancing the value of knowledge sharing and developing the different approaches of management to perform. While developing corporate excellence, PwC is developing knowledge of employees by providing technical knowledge and effective development of organisational learning. Furthermore, the organisation even has a diverse strategy for developing the learning process within an organisation (Hackett, 2000). PwC has been effectively handling employee-training strategies to develop the attributes of processing knowledge within the company domain and enhancing the process of information sharing (Sadjady, 2010). In addition, by sharing values among employees through the different levels of knowledge attained from experiences, the employees, working with PwC are noted to be developing knowledge leadership and enhancing the ability to perform. Furthermore, this efficient knowledge sharing is noted to be enhancing the ability of the organisation to sustain and develop its corporate leadership (Grant, 2012; Sadjady, 2010). Employees, being the blood source of the organisation, and the services provided are majorly dependent on the knowledge level of the employees, the organisation is majorly inclined towards developing the employee’s knowledge base (PwC, 2015). Integrating KM and OL within the major organisational operations, the company has been successfully developing its knowledge leadership and effectively handling the diverse needs of business development. Moreover, the implementation of KM and OL is even enhancing the ability of PwC to meet with the challenges imposed by the changing societal settings as well as that of the dynamic business environment (Hackett, 2000). Recommendations / Future Opportunities KM practiced in PwC is noted as quite effective, as the organisations are developing their progress within the global domain based on its effective management of strategies. PwC is operating with the notion of providing its employees with an effective management of knowledge and encouraging proper flow of knowledge among employees. Suggestively, the employees of PwC have to nurture effective knowledge in order to enhance the work culture that is prominent within the domain of services provided (PricewaterhouseCoopers LLP, 2013; IBM, 2011). The company has been effectively nurturing the strategic development by training its employees to meet with diverse challenges imposed through globalisation (Rasula et al., 2012). Owing to the changing business scenarios, the company has been successfully managing its diverse needs of up-gradation and development. By nurturing its effective integration of organisational learning, the organisation has also been developing its effective base to meet with the diverse challenges of the world (Conway & Steward, 2009). In addition, the organisation is fostering continuous development of knowledge culture within its organisation. Notably, the continuous process of learning is going to enhance the commitment of the employees towards the organisation and develop the different strategies needed for improving the productive culture of knowledge sharing practiced (Tidd & Bessant, 2011; Handzic & Zhou, 2005). Commendably, based on the different approaches of management, organisations are developing its efficiency to meet with the diverse needs of socialising. Emphasising the same notion, PwC has been nurturing effective communication among its employees to increase its productivity through networking and develop the quality of information sharing among its employee (Hislop, 2013; Choo, 2006). By effective management of different resources, the organisation has been managing its diverse challenges imposed by the external business environment. Furthermore, increasing the knowledge bases of employees, PwC has been effectively enhancing their level of satisfaction and efficiency of performances. This will even increase the knowledge base of the employees by augmenting the level of knowledge and developing their individual ability to perform (Baldini, 2005). With increase in the synthesis of knowledge, the organisation will also be able to develop the level of commitment of employees and enhance their individual ability to perform. Furthermore, to develop the ability of the managers to handle challenging needs effectively, PwC has been effectively managing the flow of information and enhancing the techniques of experience sharing (Mao et al., 2014; Sadler-Smith, 2009). OL and development runs parallel to each other and it is noted that by fostering KM in all the levels of management, the organisation will be able to ensure sustainable growth and development. Moreover, to maintain a continuous process of knowledge sharing, the organisation has been successfully developing the flow of information among various sectors and through the various units of operations (Hackett, 2000). Conclusion OL and KM are effective tools that ascertain the projected growth of an organisation in the long run, in a sustainable manner. With the effective management of organisational strategies, an organisation will be able to ensure effective management of operation in the long run. Correspondingly, the review of different strategies will also be able to assure a proper management of employees and increase the effective development of the various needs to the business. On a positive note, effective management of knowledge sharing within an organisation will be enhancing the ability of the same to adopt new technologies. Illustratively, PwC, like all other organisations, are developing its positive work culture depending on the various needs of the society and enhancing the same to develop the quality of the organisational performance. It has even been noted that the organisation has been successfully integrating the underlying concepts of OL and KM to enhance its ability to meet with the dynamic needs of business. Additionally, the development of the concepts to nurture the needs of learning is noted to be developing the foundation of effective management and assure a proper growth. Correspondingly, the strategic development promoted by OL and KM will be able to enhance the ability of the organisation to perform and develop in the global domain. Thus, it can be concluded that innovation as well as social network could be effectively developed with the efficient handling of OL and KM. References Argyris, C., 1999. On Organizational Learning. USA: Wiley. Akram, K. et al., 2011. Role of Knowledge Management to Bring Innovation: An Integrated Approach. International Bulletin of Business Administration, Iss. 11, pp. 121-134. Andrew, H. G. et al., 2001. Knowledge Management: An Organizational Capabilities Perspective. 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