A holistic model and research agenda for organisational learning in manufacturing
| Pages | 27-38 |
| Published date | 01 April 2011 |
| DOI | https://doi.org/10.1108/20425961201000028 |
| Date | 01 April 2011 |
| Author | Marcia Nathai‐Balkissoon,Kit Fai Pun |
| Subject Matter | Public policy & environmental management |
Copyright © 2011 WASD 27
*Corresponding author: University of the West Indies, Trinidad & Tobago; e-mail: mnbalkissoon@gmail.com
A holistic model And reseArch
AgendA for orgAnisAtionAl
leArning in mAnufActuring
World Journal of Entreprenuership, Management and Sustainable Development, Vol. 7, No. 1, 2011
Marcia Nathai-Balkissoon* and Kit Fai Pun
University of the West Indies, Trinidad & Tobago
Abstract: Structuring learning and maximising the use of knowledge in manufac-
turing organisations can further Trinidad and Tobago’s (T&T) quest to diversify its
energy-based economy, promote sustainable development and enhance the creativ-
ity and competence of its population. Existing Organisational Learning (OL) and
Knowledge Management (KM) models have not sufficiently integrated soft elements
(e.g., culture) and hard elements (e.g., technology) to enable direct application within
T&T’s manufacturing sector. This paper discusses the conceptual foundations of
OL/KM, and identifies several key OL/KM elements (such as culture, KM tools and
instruments, learning processes and learning practices) that would be used to devise
a holistic manufacturing OL model. A research agenda is also presented, by which
the model would be validated.
Keywords: Knowledge Management; KM; Organisational Learning; OL; holistic model;
Trinidad and Tobago; T&T.
introduction
The Republic of Trinidad and Tobago
intends to develop competent and inno-
vative people. T&T’s work to establish a
knowledge-based economy lags similar at-
tempts by many other countries by 15 to
20 years, and from the challenges faced
by other countries, it is obvious that de-
veloping the values and structures that
are key to knowledge-based economies
does not happen serendipitously. T&T’s
advantage is that it can benefit from the
conceptual and empirical work that has
been done in Knowledge Management
(KM) and its related field, Organisation-
al Learning (OL). Charting the course
would be simplified were there an avail-
able guiding framework or model, but a
single holistic modeldoesnotexisttocover-
thewide-ranging spectrum of concerns
that are spanned by KM and OL, nor
have any models been derived for cultures
and conditions similar to those of T&T.
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