Eight Steps to Sustainable Organizational Learning How to Tackle Sea
This book describes the journey of developing and implementing a global knowledge sharing strategy at the multinational project development and construction company Skanska. The strategy described is based on a “people-to-people” approach and covers four
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Theresia Olsson Neve
Eight Steps to Sustainable Organizational Learning How to Tackle Search and Transfer Barriers
Management for Professionals
More information about this series at http://www.springer.com/series/10101
Theresia Olsson Neve
Eight Steps to Sustainable Organizational Learning How to Tackle Search and Transfer Barriers
Theresia Olsson Neve Department of Informatics and Media Uppsala University Uppsala Sweden Translated by Marion S€oderstr€om
ISSN 2192-8096 ISSN 2192-810X (electronic) Management for Professionals ISBN 978-3-319-15936-2 ISBN 978-3-319-15937-9 (eBook) DOI 10.1007/978-3-319-15937-9 Library of Congress Control Number: 2015938447 Springer Cham Heidelberg New York Dordrecht London # Springer International Publishing Switzerland 2015 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Printed on acid-free paper Springer International Publishing AG Switzerland is part of Springer Science+Business Media (www.springer.com)
Preface
I have been researching and working with organizational learning for almost 15 years. Time and again I am struck by just how challenging this is. Viewed from a logical perspective, it seems so simple: if there are some people who need a particular type of knowledge and others who have that knowledge, then it should not be difficult to find a way to share it. We can talk to each other face to face, we can store knowledge in a database so that people can access it at any time, we can talk to each other via an electronic discussion forum or ask someone who possesses a specific skill to record a video which other people can then watch and learn from. Today, we have many opportunities to learn from each other—and yet it is still sometimes so difficult. Why is this? My point of departure has always been that people are people. Perhaps we do not want to share our knowledge. Doing so may mean losing power and influence. As the well-known saying goes: “Knowledge is power.” Perhaps we are afraid to reveal what we know. In other p
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