دانلود رایگان مقاله انگلیسی سه مساله کلی در یادگیری سازمانی: مدیریت دانش، دیدگاه های آموزشی و توسعه "کم سهام" - امرالد 2017

Abstract

Purpose: Methods for facilitating learning and knowledge transfer in multigenerational workplaces are of importance to organizations. Yet, intergenerational learning is vastly understudied in academic organizational literature. This conceptual paper recommends future directions for studying intergenerational learning by examining three interrelated considerations. Design/methodology/approach: General knowledge management concepts, various generationally-based perspectives on training, and low-stakes development initiatives are examined by integrating the existing literature. Findings: We suggest improved learning will occur in organizations that facilitate targeted socialization, respond to new preferences and trends in development programs while leveraging multiple approaches including informal/individualized initiatives (such as on-the-job education, mentorship programs), and embrace multiple types of volunteering activities. Originality: Although other work has reviewed intergenerational learning, this is the first research to focus on multigenerational learning while considering tacit and practical learning transference from inside and outside the organization.

Conclusion

We advance the understanding of knowledge management and transference by exploring three learning-related issues in the context of a multigenerational workplace. We accomplish this by viewing explicit, tacit, and experiential knowledge not simply from the perspective of training and development initiatives, but also in terms of the influence that generational phenomena have on selection of these initiatives. We explore appropriate and less traditional approaches that may be useful for intergenerational learning. We suggest that a greater exploration into generational issues related to knowledge management may assist in developing stronger leadership for future organizational success. Our major contributions, in light of the previous literature, include: (1) advocating the treatment of each employee as an individual (not a stereotype of a generation) when considering development, (2) emphasizing a mix of development approaches to meet the needs of each individual while considering the various types of knowledge that may need to be transferred between generations, and (3) being flexible when setting up mentoring relationships and low-stakes (i.e. volunteering) activities to provide maximum development opportunities for newcomers. Engaging in these recommendations will help organizations to remain competitive.