Learning transfer system inventory (LTSI) and knowledge creation in organizations

Aindrila Chatterjee · Arun Pereira · Bijan Sarkar

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

Abstract

Purpose Knowledge creation has received substantial attention by researchers, ever since the Socialization Externalization Combination Internalization (SECI) process was introduced. Learning Transfer System Inventory (LTSI) focuses on learning transfer and has been validated across many countries. The purpose of this paper is to explore the theoretical underpinnings between LTSI and SECI, and LTSI’s role in knowledge amplification as part of the organizational knowledge creation spiral. Design/methodology/approach The literature on organizational learning, SECI and LTSI is studied, as well as a detailed review of the LTSI constructs as it relates to SECI is completed. Findings Both SECI and LTSI emphasize the substantial interplay between explicit and tacit knowledge as the basis of knowledge interchange. The result of this research is a theoretical framework combining LTSI and SECI that can help understand knowledge transfer in terms of interplay of explicit and tacit knowledge and LTSI’s role in knowledge amplification as part of organizational knowledge creation. Practical implications It is proposed that LTSI can potentially be used to gauge the propensity of an organizational environment to create and transfer knowledge ontologically, as well as adopt knowledge management systems. The LTSI constructs into basic knowledge interactions (various combinations of explicit and tacit knowledge conversions) are categorized thus helping practitioners analyze the basic building blocks of learning transfer and knowledge creation. The theoretical association of the two frameworks paves the way for more empirical validation of the SECI model potentially. Originality/value This paper is an original attempt to associate SECI with LTSI.

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References

1994A Dynamic Theory of Organizational Knowledge Creation 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 2001Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 1991Organizational Learning: The Contributing Processes and the Literatures 1999An Organizational Learning Framework: From Intuition to Institution 2000SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation 1988TRANSFER OF TRAINING: A REVIEW AND DIRECTIONS FOR FUTURE RESEARCH 1999Bridging Epistemologies: The Generative Dance Between Organizational Knowledge and Organizational Knowing

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