The roles of external knowledge in organisational learning and development

Kongkiti Phusavat, Sitthinath Sanpanich, Pekka Kess and Matti Muhos

International Journal of Innovation and Learning, 2009, vol. 6, issue 5, 537-549

Abstract: The study addresses the importance of external knowledge for organisational learning and development. This study focuses on Thailand Productivity Institute (TPI), a not-for-profit organisation under the supervision of the Ministry of Industry. TPI is considered to be a successful organisation that has made a great deal of positive impacts on productivity, quality research and public awareness. The study's purpose is to illustrate the essential knowledge that is transferred from external sources throughout TPI's life cycle stages. The study shows that, when classifying external knowledge into technical (to be transferred to entrepreneurs, Small and Medium Enterprises (SMEs) and companies), operational (part of TPI's public relations and social marketing) and administrative (for internal management), the level of emphasis is different throughout the life cycle's four stages. This study has many potential benefits, including providing an understanding of designing and establishing a public or nonprofit unit that performs tasks similar to TPI at the provincial level.

Keywords: external knowledge; organisational learning; organisational life cycles; knowledge sharing; knowledge transfer; Thailand Productivity Institute; organisational development; productivity; quality research; public awareness. (search for similar items in EconPapers)
Date: 2009
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