This article defines and discusses placeless organizations as sites and generators of learning on a large scale. The emphasis is on how placeless organizations structure themselves to carry out social transformation—necessarily involving intensive learning—on a national or global scale. The argument is made that place is not a necessary component of such activity and that lack of a sense of pla...

Virtual interorganizational communities of practice (IOCoPs) enable professionals in different organizations to exchange and share knowledge via computer-mediated interactions. Prior literature mainly focuses on internal motivating factors at the individual level. However, knowledge sharing requires social interactions thus influences from external entities play an important role in individuals...

Networked organizations are becoming a trend particularly for globalization strategies. The organization's resources and capabilities are extended by a network of suppliers, customers and partners. Internal and external relationships have to be connected with the organization by means of effective communication media and synergistic work processes. To sustain their competitive advantage, networ...

Social media and Internet-based messaging systems are increasingly important platforms for risk communication. A global audience turns to these tools to seek, disseminate, and curate time-sensitive, emergency information during periods of crisis. Moreover, emergency management organizations report adopting these tools to augment their typical public information functions. Here, we use unsupervi...

Previous research suggests that the adoption of open source server software (OSSS) may be subject to knowledge barriers. In order to overcome these barriers, organizations should engage in a process of organizational learning. This learning process is facilitated by exposure to external knowledge sources. Unfortunately, this leaves open the question of which factors determine which knowledge so...

Recent programs for organizational improvement (reengineering, downsizing, and outsourcing) have apparently resolved the productivity paradox by making organizations leaner and more efficient. However, these same programs have drained knowledge from organizations, threatening the future performance of lean organizations. Knowledge management, which focuses on the acquisition, internalization, a...

Interorganizational relationships (IORs, e.g. alliances) have become increasingly popular across industries – particularly in knowledge-intensive industries as organizations seek ways to learn and innovate at a faster pace. Health care organizations have been especially inclined to form IORs recently, with many joining quality improvement collaboratives, in which multidisciplinary teams from mu...

undoubtedly, the capability and core competencies of employees help to achieve organization goals. consequently, organizations increase organizational learning capability with the help of intellectual capital, thereby providing improvement of productivity. the current study aims to explain the impact of intellectual capital on labor productivity, considering the mediation of organizational lear...

Business leaders who enable learning whether through regular training needs assessments or externally sourced scientific advice to support product development efforts contribute to organizational effectiveness. While the drivers of learning capacity and their effects on the business are well documented in large firms, little is known about this issue in Asian small and medium-sized enterprises ...

We welcome this year’s authors to HICSS 50th anniversaryand especially to the second anniversary of this new minitrackOrganizational Learning. Organizational learning involves processes of creating, transferring, modifying and retaining knowledge over time. These learning processes may occur at the individual, group or organizational levels, and involve topics that would benefit essential funct...