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dc.contributor.authorChoudrie, Jyoti
dc.contributor.authorSelamat, M.H.
dc.date.accessioned2012-08-15T14:01:19Z
dc.date.available2012-08-15T14:01:19Z
dc.date.issued2006
dc.identifier.citationChoudrie , J & Selamat , M H 2006 , The Consideration of Meta-Abilities in Tacit Knowledge Externalization and Organizational Learning . in Procs of the 39th Hawaii Int Conf on System Sciences . IEEE .
dc.identifier.otherPURE: 978645
dc.identifier.otherPURE UUID: a7ef5109-9790-4906-9224-0e214c79e41f
dc.identifier.otherdspace: 2299/1673
dc.identifier.otherScopus: 33749664411
dc.identifier.urihttp://hdl.handle.net/2299/8839
dc.description.abstractThis research is concerned with studying the elements that can encourage staff members to contribute inputs for learning-based systems development. To achieve this aim, this research developed a conceptual framework based on the concepts of meta-abilities and tacit knowledge externalization and sharing. Meta-abilities, in turn, are developed by using the elements of understanding organizational roles, internal strengths, formal and informal discussions and rational discourse. The processes undertaken in the novel conceptual framework of this research will ensure that organizational IS are subject to continual reexamination and modification. By internalizing a system’s operations, individuals can improve actions through better knowledge and understanding – the learning process. The framework is tested using fieldwork experimentation in Malaysia. It is concluded that the future focus when managing information for OL should be toward an individual’s meta-abilities development and creating the correct organizational culture and infrastructure that promotes knowledge sharing.en
dc.language.isoeng
dc.publisherIEEE
dc.relation.ispartofProcs of the 39th Hawaii Int Conf on System Sciences
dc.rightsOpen
dc.titleThe Consideration of Meta-Abilities in Tacit Knowledge Externalization and Organizational Learningen
dc.contributor.institutionHertfordshire Business School
dc.contributor.institutionDepartment of Management, Leadership and Organisation
dc.contributor.institutionSocial Sciences, Arts & Humanities Research Institute
dc.contributor.institutionCentre for Research on Management, Economy and Society
dc.contributor.institutionSystems Management Research Unit
dc.contributor.institutionHealthcare Management and Policy Research Unit
dc.relation.schoolHertfordshire Business School
dc.description.versiontypeFinal Published version
dcterms.dateAccepted2006
rioxxterms.versionVoR
rioxxterms.typeOther
herts.preservation.rarelyaccessedtrue
herts.rights.accesstypeOpen


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