Learning and Work: Developing the Capital Model

David Simmonds
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The authors developed a new model to represent the DNA of organisational effectiveness by aligning third-generation Knowledge Management (KM) with deutero-learning. Subsequently, they tested the validity of the model in a global healthcare organisation with more than seven million customers worldwide. CAPITAL - a new analytical framework - was developed to explore the interaction between third-generation KM and deutero-learning. A questionnaire of 70 items was produced and then administered to 138 knowledge workers on three continents to ascertain their capabilities against the seven parameters of the CAPITAL model. Results were displayed on a ‘radar’ graphical representation, and were triangulated against five semi-structured verbatim interviews, using both quantitative and qualitative data analysis techniques. The data set has received only initial interrogation but preliminary findings indicate that the organisation has strengths in certain areas of first- second- and third-generation KM, and at each of the three levels of organisational learning. Recommendations were made to provide the organisation with strategies to develop further its strategic effectiveness.

Keywords: Knowledge Management, Deutero-Learning, Organisational Learning, Learning at Work, Model, Empirical Research
Stream: Organisational Learning, Organisational Change
Presentation Type: Paper Presentation in English
Paper: Learning and Work

David Simmonds

Principal Lecturer, Westminster Business School, University of Westminster
London, UK

As a career specialist involved in the area of learning at work, I have developed a unique breadth of experience and understanding of helping people to fulfil their potential. Many consultancy assignments, in a variety of settings and contexts, have enabled me to facilitate a range of commissions in the public, private and voluntary sectors. Passionate about excellence, I want to see quality developments in all areas of working life. As an expert in the area of evaluation, I value highly the importance of reviews and assessment to continuous improvement. My desire is to engender a culture of lifelong learning in the workplace, where training and development are seen as instrumental to the achievement of an organisation’s strategic plans. Embracing change is fundamental to the accomplishment of goals. I have been involved in helping lead strategy development programmes in various organisations. I strive to assist in this process through the implementation of personal, professional, career, departmental and organisational development plans. Rigorous competence frameworks, and credible performance measurement systems, must be aligned to embedded learning resources and opportunities. My own personal development has recently enabled me to embrace the latest e-learning capabilities, and novel approaches to knowledge management.

Ref: L07P0183