Journal of Business & Financial Affairs

Knowledge Management

Abstract

Odor HO

It is no longer strange for individuals and organizations alike to appreciate that only organizations that are innovative will survive in very turbulent economic landscape. It is also a fact that innovations can only be achieved when an organization continuously learns and becomes a learning organ. A learning organization is characterized by the stock of both tacit and explicit knowledge which it has acquired over time and how the stock of knowledge is utilized. The stock of knowledge becomes useful only when it is shared and utilized for the overall improvement in all organizational processes and human capital enhancement.

This conceptual paper suggests that as important as the concept of knowledge management is, rather than treating it as a different management concept, it ought to be treated as a major component of organizational learning process. In fact, knowledge management is and should be an extension of organizational learning because when there is no learning; there will not be any knowledge to manage. This paper also discovered that lack of interpersonal relationship, lack of organizational trust, skills, and time inadequacy are the major factors that hinder organizational members from sharing knowledge.