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Learning to compete : the value of internal benchmarking

journal contribution
posted on 06.12.2017, 00:00 by Paul HylandPaul Hyland, R Beckett
It is becoming increasingly apparent that to remain competitive organizations need a high rate of internal learning. Successful organizational learning and knowledge management require internal processes to support them and a vision that values learning and knowledge. This paper examines learning by auditing in two manufacturing businesses and draws out lessons for managers. The two case studies presented are an aerospace component manufacturer wholly based in Australia and a global food packager with multiple plants around the world. The findings reinforce that knowledge management exposes an explosion of ideas that needs selective action and experienced facilitators if the organization is to benefit from learning by auditing. To stimulate learning data need to be converted to knowledge and couched in the language of the organization. The data must be collected in a meaningful way that is understood and accepted by the people involved and they need to be used to change existing practices in the organization.

Funding

Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)

History

Volume

9

Issue

3

Start Page

293

End Page

304

Number of Pages

12

ISSN

1463-5771

Location

Bradford, England

Publisher

MCB University Press

Language

en-aus

Peer Reviewed

Yes

Open Access

No

External Author Affiliations

Faculty of Business and Law; Reinvention Network;

Era Eligible

No

Journal

Benchmarking: an international journal.