Complex Responsive Processes in Organizations

2: Mainstream thinking about learning and knowledge creation in organizations

• Transmitting knowledge between individuals, diffusing it across an organization, and storing it in explicit forms
• Constructing knowledge and making sense in communities of practice
• Conclusion

As Chapter 1 has pointed out, the past few decades have witnessed a dramatic increase in the popularity of notions of learning and the creation and management of knowledge/intellectual capital in organizations. Two writers have played a prominent role in this growing popularity, namely, Senge’s (1990) exposition of the learning organization and Nonaka’s (1991; Nonaka and Takeuchi, 1995) model of knowledge creation in organizations. Senge’s framework draws heavily on systems ...