The report article analyzes the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. The authors introduce the conceptual background in the fields of Organizational learning and Knowledge management while paying attention to the relationship between the two. The article also reflects on the past literature on OL and KM and specific cases in India. The research carried out by the authors was conducted in a large public sector company, which is working in the field of heavy engineering projects. The company is responsible for setting up the large power plants and transformers that contribute to more than 75 percent of the total electrical power produced in the country. The research aims to support the hypotheses that 'The dimensions of OL should have a positive impact on the firm’s performance in India' and 'The dimensions of OL should have a positive impact on KM practices in an Indian heavy engineering organization'. The research was conducted by providing questionnaires to 205 executives and supervisors in the company. The results were measured on the self-report basis while the OL factors were measured using 'Dimensions of learning organization questionnaire' (DLOQ), developed by Marsick and Watkins (2003). The KM factors were measured through a Knowledge Management Assessment Tool (KMAT). The final research results showed that OL had a positive impact on different dimensions of organizational performance and KM practices. The findings are supportive to the existing theoretical frameworks developed by several researchers to integrate the field of OL and KM in various organizational and cultural contexts.

1. ORGANIZATIONAL
LEARNING, KNOWLEDGE
MANAGEMENT
PRACTICES AND FIRM’S
PERFORMANCE
Venta Jackaite, Povilas Jauga,
Dominykas Jacynas, Tadas Pakalniškis

2. KEY WORDS
April 8, 2015 KNOWLEDGE MANAGEMENT 2
1
ORGANIZATIONAL
LEARNING

3. KEY WORDS
April 8, 2015 KNOWLEDGE MANAGEMENT 3
1
2
ORGANIZATIONAL
LEARNING
KNOWLEDGE
MANAGEMENT

4. KEY WORDS
April 8, 2015 KNOWLEDGE MANAGEMENT 4
1
2
3
ORGANIZATIONAL
LEARNING
KNOWLEDGE
MANAGEMENT
HEAVY ENGINEERING
ORGANIZATION

5. CONTENT
• CASE STUDY
• EVALUATION
• COMPARISON
• ANALYSIS OF REFERENCE
• TAKEAWAYS
April 8, 2015 KNOWLEDGE MANAGEMENT 5

6. ORGANIZATIONAL
LEARNING
KNOWLEDGE
MANAGEMENT
ORGANIZATION’S PERFORMANCE
April 8, 2015 KNOWLEDGE MANAGEMENT 6

7. CONCEPTUAL BACKGROUND
OL
April 8, 2015 KNOWLEDGE MANAGEMENT 7
VITAL PROCESS FOR
ORGANIZATIONS TO
MANAGE THE GROWTH BY
DEVELOPING NEW AND
IMPROVED CORE
COMPETENCES

8. CONCEPTUAL BACKGROUND
KM
April 8, 2015 KNOWLEDGE MANAGEMENT 8
RANGE OF PRACTICES AND
TECHNIQUES TO IDENTIFY,
REPRESENT AND DISTRIBUTE
KNOWLEDGE, KNOW-HOW
AND EXPERTISE

9. April 8, 2015 KNOWLEDGE MANAGEMENT 9
OL KM CONTINUOUS
IMPROVEMENT

10. 'THE DIMENSIONS OF
OL SHOULD HAVE A
POSITIVE IMPACT
ON KM PRACTICES
IN AN INDIAN
HEAVY
ENGINEERING
ORGANIZATION'
'THE DIMENSIONS
OF OL SHOULD
HAVE A POSITIVE
IMPACT ON THE
FIRM’S
PERFORMANCE IN
INDIA’
April 8, 2015 KNOWLEDGE MANAGEMENT 10

11. 70%
HEAVY
ENGINEERING
ORGANIZATION
TOTAL
ELECTRICAL
POWER
PRODUCED IN
THE COUNTRY 11
205EXECUTIVES

12. RESEARCH FINDINGS
OL HAS A POSITIVE IMPACT ON
DIFFERENT DIMENSIONS OF
ORGANIZATIONAL PERFORMANCE AND
KM PRACTICES (BOTH HYPOTHESES
CONFIRMED)
April 8, 2015 KNOWLEDGE MANAGEMENT 12

13. EVALUATIONRELATIONSHIP BETWEEN CONSTRUCTS
ORGANIZATIONAL
LEARNING
KNOWLEDGE
MANAGEMENT
OVERALL
PERFORMANCE
April 8, 2015 KNOWLEDGE MANAGEMENT 13

14. EVALUATIONRELATIONSHIP BETWEEN CONSTRUCTS
ORGANIZATIONAL
LEARNING
KNOWLEDGE
MANAGEMENT
OVERALL
PERFORMANCE
April 8, 2015 KNOWLEDGE MANAGEMENT 14
KNOWLEDGE
MANAGEMENT
ORGANIZATIONAL
LEARNING
OVERALL
PERFORMANCE

15. ORGANIZATIONAL
LEARNING
ORGANIZATIONAL
LEARNING CULTURE
April 8, 2015 KNOWLEDGE MANAGEMENT 15

16. COMPARISON
April 8, 2015 KNOWLEDGE MANAGEMENT 16
„KNOWLEDGE
MANAGEMENT
DRIVEN FIRM
PERFORMANCE: THE
ROLES OF BUSINESS
PROCESS
CAPABILITIES AND
ORGANIZATIONAL
LEARNING” BY ING-
LONG WU AND JIAN-
LIANG CHEN (2014)
FROM TAIWAN
„KNOWLEDGE
MANAGEMENT
DRIVEN FIRM
PERFORMANCE: THE
ROLES OF BUSINESS
PROCESS
CAPABILITIES AND
ORGANIZATIONAL
LEARNING” BY ING-
LONG WU AND JIAN-
LIANG CHEN (2014)
FROM TAIWAN

17. COMPARISON
April 8, 2015 KNOWLEDGE MANAGEMENT 17
„KNOWLEDGE
MANAGEMENT
DRIVEN FIRM
PERFORMANCE: THE
ROLES OF BUSINESS
PROCESS
CAPABILITIES AND
ORGANIZATIONAL
LEARNING” BY ING-
LONG WU AND JIAN-
LIANG CHEN (2014)
FROM TAIWAN
„KNOWLEDGE
MANAGEMENT
DRIVEN FIRM
PERFORMANCE: THE
ROLES OF BUSINESS
PROCESS
CAPABILITIES AND
ORGANIZATIONAL
LEARNING” BY ING-
LONG WU AND JIAN-
LIANG CHEN (2014)
FROM TAIWAN
„ORGANIZATIONAL
LEARNING CULTURE
AND WORKPLACE
SPIRITUALITY: IS
KNOWLEDGE-
SHARING BEHAVIOR A
MISSING LINK?” BY
MONTHON
SORAKRAIKITIKUL AND
SUNUNTA SIENGTHAI
(2014) FROM
THAILAND

18. WU AND CHEN (2014)
ORGANIZATIONAL
LEARNING
KNOWLEDGE
MANAGEMENT
COMPETITIVE
ADVANTAGE
OVERALL PERFORMANCE
April 8, 2015 KNOWLEDGE MANAGEMENT 18

19. WU AND CHEN (2014)
April 8, 2015 KNOWLEDGE MANAGEMENT 19
KNOWLEDGE RESOURCES
KNOWLEDGE ASSETS KNOWLEDGE CAPABILITIES
(DIRECTLY INFLUENCED BY OL)

20. SORAKRAIKITIKUL AND SIENGTHAI
(2014)
ORGANIZA-
TIONAL
LEARNING
KNOWLEDGE
-SHARING
BEHAVIOUR
WORKPLACE
SPIRITUALITY
ORGABIZA-
TIONAL
KNOWLEDGE
COMPETITIVE
ADVANTAGE
April 8, 2015 KNOWLEDGE MANAGEMENT 20

21. ANALYSIS OF REFERENCE
„DEMONSTRATING THE VALUE OF AN
ORGANIZATION’S LEARNING CULTURE:
THE DIMENSIONS OF THE LEARNING
ORGANIZATION QUESTIONNAIRE” BY
VICTORIA J. MARSICK AND KAREN
E.WATKINS (2003)
DLOQ MODEL
April 8, 2015 KNOWLEDGE MANAGEMENT 21
1
2

22. DLOQ model
CREATE CONTINUOUS LEARNING OPPORTUNITIES
PROMOTE INQUIRY AND DIALOGUE
ENCOURAGE COLLABORATION AND TEAM LEARNING
CREATE SYSTEMS TO CAPTURE AND SHARE LEARNING
EMPOWER PEOPLE TOWARD A COLLECTIVE VISION
CONNECT THE ORGANIZATION TO ITS ENVIRONMENT
PROVIDE STRATEGIC LEADERSHIP FOR LEARNING
April 8, 2015 KNOWLEDGE MANAGEMENT 22

23. DLOQ model
April 8, 2015 KNOWLEDGE MANAGEMENT 23
“THE DLOQ MEASURES
IMPORTANT SHIFTS IN
AN ORGANIZATION’S
CLIMATE, CULTURE,
SYSTEMS, AND
STRUCTURES THAT
INFLUENCE WHETHER
INDIVIDUALS LEARN”
(MARSICK & WATKINS,
2003).

24. DLOQ model
April 8, 2015 KNOWLEDGE MANAGEMENT 24
“THE DLOQ MEASURES
IMPORTANT SHIFTS IN
AN ORGANIZATION’S
CLIMATE, CULTURE,
SYSTEMS, AND
STRUCTURES THAT
INFLUENCE WHETHER
INDIVIDUALS LEARN”
(MARSICK & WATKINS,
2003).
“LEARNING AT THE
ORGANIZATIONAL
LEVEL IS NOT THE
SUM OF MANY
PEOPLE
LEARNING”
(MARSICK &
WATKINS, 2003).

25. TAKEAWAYS
April 8, 2015 25KNOWLEDGE MANAGEMENT

26. TAKEAWAYS
April 8, 2015 26
1
OL AND KM
LEAD TO
SUSTAINABLE
COMPETITIVE
ADVANTAGE
KNOWLEDGE MANAGEMENT

27. TAKEAWAYS
April 8, 2015 27
1 2
OL AND KM
LEAD TO
SUSTAINABLE
COMPETITIVE
ADVANTAGE
WORKPLACE
SPIRITUALITY
CONSTRUCT
KNOWLEDGE MANAGEMENT

28. TAKEAWAYS
April 8, 2015 28
1 2
3
OL AND KM
LEAD TO
SUSTAINABLE
COMPETITIVE
ADVANTAGE
WORKPLACE
SPIRITUALITY
CONSTRUCT
DLOQ
MODEL
KNOWLEDGE MANAGEMENT

29. April 8, 2015 KNOWLEDGE MANAGEMENT 29
IMAGINATION IS MORE
IMPORTANT THAN
KNOWLEDGE.
KNOWLEDGE
IS LIMITED;
IMAGINATION
ENCIRCLES THE
WORLD
- Albert Einstein

30. April 8, 2015 KNOWLEDGE MANAGEMENT 30
THANK Y O U
F
O
R
your
ATTENTION
TIME
FOR
QUESTIONS