Knowledge management and organisational learning

BY

JASMINE ALJARALLAH

Knowledge management
In the business world the expression knowledge management become more familiar and widely discussed especially in the second half of the 90’s, followed by a phenomenal expansion interest in  knowledge management implementations and activities, this wide concern and interest can be noticed in many  IT products, new publications and literature,  job advertisement and conferences(Corral, 1999). There are numerous changes and developments have been considered as the main motives for the extensive attention being paid to Knowledge Management activities (Morris, 2001) and learning from past experiences. For instance, the emergence of the information explosion, the introduction of the globalization era, the entrance to the global markets and the move toward universal competition (Morris, 2001), also the worldwide diffusion of business (Wakin, 1999), and the raising of innovation rate and the present understanding of the ’intellectual capital’ value  (Morris, 2001). All these factors with other growth aspects force the organisations to look for consistent methods to protect and make use of their valuable knowledge and experiences.  
What is knowledge management?
In fact, there is no commonly agreed definition for knowledge management as they always differ from researcher to another depending on their point of view and their various disciplines, here is tow proposed definitions for different authors; 
“Knowledge management May simply be defined as doing what is needed to get the most out of knowledge resources” (Becerra-Fernadez & conzalez and sabherwal 2004, p.2)
 Also can be defined as “the process of capturing and making use of an organization’s collective expertise anywhere in the business:

• on paper, in documents, in databases, called explicit knowledge, or
• in people’s heads, called  tacit knowledge” (Awad and Ghazari, 2004).

All these type of knowledge (tacit and explicit) can thus be put available to facilitate achieving the organisation mission and objectives (Lawton, 2001). Since the occurrence of managing knowledge term it has been known as an essential element to boost the organisation’s competitive advantage, effectiveness and productivity (albolino & Mesenzani, 2002)
Implementing Knowledge management initiatives can assist stakeholders to tackle their business challenges by improving the relationships with their partners, suppliers and customers, enhancing the work process and innovating effective services and satisfying products.    
Knowledge management within easyJet:
 
Knowledge management vision at easyJet

According to Ben Goodson, esayJet Company was providing some of knowledge management functions without actually realizing that, this is after launching their website easyJet.com in 2001 which was only includes (daily news, massage forums, reservation system, and orange page contacts). As Displaying a list of easyJet’s staff information and photos on a webpage to allow contacts is kind of information management, and when any person makes use of that system in either marketing or innovation it becomes knowledge management. In the same way when easyJet’s marketing managers make use of sales information that have been provided to them and employ their experiences and inspiration to make the company business more successful (Goodson,2004). By 2003, easyJet has a very valuable knowledge management projects which can be seen in many systems such as the intensive usage of Microsoft Outlook, strong document management systems (Keyfile), and a substantial computer network. After the acquisition of the airline Go, easyJet thought seriously of changing the Keyfile with a new knowledge management system, this process had been investigated by selected project team members guided by esayJet’s secretary who is responsible of the company’s information. The team duty is to review every single part in easyJet’s document management system to highlight the core requirements, identify the areas that require improvement and value the effective parts of the system. After the functionality of the system had been examined the easyJet’s project team documented all their observations such as challenges and requirements to help the vendor understands the nature of new knowledge management system and its requirements, also they had met the vendor to give a comprehensive awareness about easyJet’s culture in addition to technical fit. According to Goodson (2004), obtaining the right knowledge management system is not difficult for easyJet, but the main concern is will it be used effectively? What will encourage the users to effectively use it? As the main aspect of knowledge management strategy is the human element.
              Andrew Carnegie, said,  “The only irreplaceable capital an organization
              possesses is the knowledge and ability of its people. The productivity of
              that capital depends on how effectively people share their competence
              with those who can use it.”
Since organisational culture is considered as the main element in knowledge management strategy and cited as the major reason behind its initiatives’ lack of success, culture issues must be taken into account when developing knowledge management strategies (Holowetzki,2002). Collins and Porras (1994) emphasised on the importance of organisational culture in successful businesses and how this smoothes the progress of knowledge sharing. This is what easyJet planned to do after they had developed their new knowledge management system as the culture of their airline compound of very different groups that need to work hard jointly to create successful business. easyJet directors had attempted to encourage workers to the Group’s objectives which later formulated the “Orange culture”, this culture motivates easyJet’s workers to contribute to the business management and have the right to use a large amount of information resources. In addition, encourages the Group’s performance and sharing information and experiences (easyJet, 2006b: 44). easyJet airline appears to have invested heavily in implementing knowledge management strategy by focusing on its people resources and appropriate technologies and making a suitable environment to keep up knowledge management plan. This investment has resulted in creating sustainable competitive advantages through the last seven years.
 
Organisational learning within easyJet:
What is organisational learning?
The notion of organisational learning occurred before the field of knowledge management. This notion has first appeared in the 60’s and then became more common in the mid 80’s.Simillar to KM as it has captured the organisations and private sectors attention and it has been seen as a valuable source of comparative advantages(Pasteur et al, 2006).
Nancy Dixon (1994) defined the organisational learning as “the organisation's ability to use the amazing mental capacity of all its members to create the kind of processes that will improve its own"
             “Organisational learning refers to the study of the learning processes of and within
              organisations, largely from an academic point of view. The learning organisation is
              seen as an entity, an ideal type of organisation, which has the capacity to learn
               effectively and hence to prosper”( Easterby-Smith and Lyle, 2003).
 
 
Some believes that the ultimate aims of organisational learning are quite similar to those of knowledge management (Pasteur et al, 2006). Others see that both disciplines are related to each other as Argyris (1992) one of the most significant cited author argued that the organisational learning advantages and challenges are associated to knowledge management’s advantages and challenges and they are always s inspected together. The previous author divided the organisational learning into ‘single loop leaning’ which refers to the modification process of existed practices to be suitable for the establish policy, and ‘double loop learning’ which concerns about increasing the innovative and creative thinking.
 
At easyJet so much emphasis put on the organisation learning process which assisted the company to its success, according to easyJet’s head of People and Organisational Development ‘Chris Gascomb’: the importance of the learning is fully understood at easyJet as it will guarantee flourishing survival, learning will continue performing all the time, workers are taught to think innovatively  and choosing the appropriate people is vital for easyJet to adapt them to the environment of learning and novelty (Pollock,2001).
 
In addition, easyJet is learning from their candidates, this is can be seen in the feedback requests. Also after the selection of employees they enquire them to work for a while at Luton to learn about the company culture.
Pollock (2001) examined the easyJet learning culture from five different disciplines based on Peter Senge theory which assumes that organisational learning can be achieved when the following factors have met within the business environment:
1-Personal mastery: this means employees must have comprehensive understanding about themselves and what they really want and what they wish to accomplish. This is important as individual learning is foundation for organisational learning and it can be achieved by training and developing people. In fact, all employees at easyJet are motivated to learn and  to evolve new skills. Since the nature of the work at easyJet force the workers to implement what they have learnt, all the employees obtain the equivalent level of knowledge regarding the work.  
2- Mental models: this combined of images, hypothesis, generalizations ...etc that effect the way we appreciate the world and the way we take action. Mental model is about Learning the internal assumptions and images which results in open thinking to broader variety of new ideas. This is successfully achieved at easyJet through “speak-up culture” that provides communication between workers to speak up their suggestions, complaints and opinions and show to them that all your concern are taken seriously. This is considered to be a very practical approach for learning culture.  

3- Building of shared visions: aims, principles and duties must be shared in depth throughout the business. This requires the company to combine employees together around a common identity that will motivate employees to reach this shared vision.   easyJet has “Orange culture” which I explained in the KM part, this culture motivates people to share the same aims for the easyJet future. In addition to this, easyJet has so called “culture committee” that formed to guarantee that learning goes on all the time.

4- Team learning: communication is important in order to create a team and team learning requires employees to think together. Communication within easyJet is already excise with the existence of “speak-up culture” in addition to this, easyJet’s managers work in open offices with no secretaries which provide a good communication that in turn is very important for ongoing learning.     

5- Systems thinking: encourage thinking in a systems way, contemplating the entire system and the whole picture not just focusing on the immediate events and you have to understand that is not always influences are clear to view as there some are hidden. Systems thinking at easyJet is supported by the “speak-up culture” , employees are trained to see further than the  observable aspects.
 
From above five disciplines easyJet can be considered as a learning organisation (Pollock, 2001).
 
Referencess
 
Awad M. E. and Ghaziri M. H. Knowledge Management, Pearson Education, New Jersey, 2004
 
 
Argyris, Chris (1992) Overcoming Organizational Defences: Facilitating Organizational Learning.
Boston: Allyn and Bacon.
 
Albolino S. & Mesenzani M. (2002), Multimedia Interaction for Learning and Knowing: inspirational knowledge management to create value for individuals in organizations, Proceedings of the 13th International Workshop on Database and Expert System Applications 2002.
 
Becerra-Fernandez, I., Gonzalez, A. and Sabherwal, R. (2004) Knowledge Management: Challenges, Solutions, and Technologies, Pearson Prentice-Hall ISBN-0-13-101606-7 p.2.
 
Lawton, G. (2001), "Knowledge management: ready for prime time?", IEEE Computer, Vol. 34 pp.12-14.
 
Holowetzki,.A, (2002) “The relationship between knowledge management and organizational
culture: An examination of cultural factors that support the flow and management of knowledge within an organization” , University of Oregon Applied Information Management
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Collins, J.C. and Porras, J.I. (1994) Built to Last: Successful Habits of Visionary Companies. Century.
Corral, S. (1999).“Are We in the Knowledge Management Business?”. University of Reading, Web article, [available at
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Goodson,.B (2004)” Ready for take-off : knowledge management infrastructure at easyJet” in “knowledge management tool and technique” 2004
 
Pollock,.L (2001) “the bigger easy: easyJet airline”, people management magazine,Year: 2001, Volume: 7 ,Issue: 6 ,Page: 48 – 50,ISSN: 1358-6297.
 
easyJet (2006b) 2005 Annual Report: www.easyjet.com [Accessed 17 May 2009].
Easterby Smith, M. and M. Lyles (2003) Introduction. In Easterby Smith, M. and M.
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Morris, A (2001), “Knowledge management: opportunities for LIS graduates”, paper presented to 67th IFLA Council and General Conference, Boston, Available at http://www.ifla.org/IV/ifla67/papers/015-115ae.pdf.
 
Wakin, E. (1999) “Tapping Intellectual Capital”, in: Cortada, J.W., Woods, J.A. (eds.) The Knowledge Management Yearbook 1999-2000.Boston:Butterworth-Heinemann
 
Pasteur, K (2006) Learning for Development. In Eyeben (ed) Relationships for Aid.
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Dixon. N., (1994), The Organisational Learning Cycle, McGraw Hill, Maidenhead, UK.