Structural and informal knowledge acquisition and dissemination in organizational learning

Siu Loon Hoe · Steven L. McShane

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Organizational Learning and Leadership Innovation and Knowledge Management Knowledge Management and Sharing

Abstract

Purpose The topic of organizational learning is populated with many theories and models; many relate to the enduring organizational learning framework consisting of knowledge acquisition, knowledge dissemination, and knowledge use. However, most of the research either emphasizes structural knowledge acquisition and dissemination as a composite construct, or focuses solely on the structural aspect of knowledge acquisition and dissemination. The primary objective of this study is to develop and test a model of organizational learning that incorporates both structural and informal knowledge acquisition and dissemination and as separate processes. The predictors of these processes are also proposed Design/methodology/approach A model of organizational learning that incorporates both structural and informal knowledge acquisition and dissemination constructs, along with three predictors of these organizational learning constructs were developed and quantitatively tested. Findings An inference to the research questions and hypotheses suggests that informal knowledge acquisition and dissemination have significant paths to market knowledge use, whereas structural knowledge acquisition and dissemination have, at best, a weak association with market knowledge use. Although the results were based on exploratory analysis, they provide tentative quantitative evidence that informal knowledge processes are at least as important as structural knowledge processes in market‐based organizational learning. Originality/value While the hypothesized model did not satisfy the goodness‐of‐fit tests, data‐driven exploratory analysis helped to refine two separate structural and informal models for future testing. The statistical explanation provided and procedures used to remedy the non‐fit issues should help future researchers to deal with structural equation‐modeling issues when similar non‐fit problems arise.

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References

1991The fifth discipline, the art and practice of the learning organization 1995The Knowledge-Creating Company 1998The Knowledge-Creating Company 1998Working knowledge: how organizations manage what they know 1991Organizational Learning: The Contributing Processes and the Literatures 1990The Effect of a Market Orientation on Business Profitability 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications 1993Market Orientation: Antecedents and Consequences

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