FIGURE 6.2 HOW ORGANISATION LEARNING AFFECTS ORGANISATION PERFORMANCE Competitive strategy Organisation learning Knowledge management Organisation Organisation learning processes: discovery characteristics: • structure • information systems Organisation knowledge: explicit tacit Organisation performance human resources invention practices • culture leadership production generalisation
FIGURE 6.2 HOW ORGANISATION LEARNING AFFECTS ORGANISATION PERFORMANCE Competitive strategy Organisation learning Knowledge management Organisation Organisation learning processes: discovery characteristics: • structure • information systems Organisation knowledge: explicit tacit Organisation performance human resources invention practices • culture leadership production generalisation
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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describe the below figure with examples.

Transcribed Image Text:FIGURE 6.2 HOW ORGANISATION LEARNING AFFECTS ORGANISATION PERFORMANCE
Competitive
strategy
Organisation learning
Knowledge management
Organisation
Organisation
learning processes:
discovery
• invention
production
• generalisation
characteristics:
• structure
• information systems
Organisation
knowledge:
explicit
tacit
Organisation
performance
human resources
practices
• culture
leadership
Source: Reprinted by permission of Sage Publications Ltd. from W. Snyder and T. Cummings, 'Organization learning disorders:
conceptual model and intervention hypotheses', Human Relations, 51: 873–-95. © The Tavistock Institute, 1998.
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