SIA CORPORATION 1. What are some of the social‚ political‚ and economic forces that are influencing SIA’s decision to become a learning organization? When SIA Corporation decides to become a learning organization that SIA manager thinks about developing five discipline: system thinking‚ shared vision‚ challenging mental models‚ team learning‚ and personal mastery in which everyone is engaged in identifying and solving problems‚ enabling the organization to continuously experiment‚ improve‚ and
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SIA Corporation In the early years of the new century‚ it wasn’t hard to see that SIA Corporation couldn’t keep doing business the old-fashioned twentieth-century way. Chief knowledge offices Jerry Scibert fully realized he owned his new position in the newly created knowledge department to his challenge Headquarter4ed in the Midwest‚ SIA was an umbrella organization offering a wide range of insurance products to commercial customers of all sizes throughout the country and increasingly ‚to multination
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Running Head: SIA Corp Case Study- SIA Corp. The situation in this case study demonstrates the need to consolidate employee knowledge into one system in an effort to improve overall company performance. SIA had acquired 30 separate businesses but they were still functioning like 30 separate companies. They each still had their own set of management and well-defined procedures and policies. As a result‚ most of the employees had developed their own areas of expertise. In the highly competitive
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Creating a knowledge sharing culture in organizations today is a norm. Please comment. The most valuable asset with any organization is intellectual capital i.e knowledge. Hence it is inevitable for organizations to create‚ nurture and develop this asset to achieve sustainable advantage in the market. Organizations can leverage the power of knowledge and bring innovation in their product and service offerings‚ achieving higher customer satisfaction‚ higher revenues‚ profits etc. Ultimately
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strong media interest worldwide‚ and pose a severe test for the airline and its management‚ so how well did Singapore Airlines (SIA) respond to the Crisis of SQ006? How SIA responded to the incident is summarized in Appendix 1. (Ray 1999). It can be said that in the first stage of the reaction to the crisis‚ SIA did avoid questions about responsibilities‚ this can be seen in exhibit 3 where the chairman of SIA states; "My personal feeling is that it was an accident"‚ in other words the first statement
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Managing knowledge transfer in MNCs: the impact of headquarters control mechanisms (article 1) 4 Minbaeva et. al. (2003): MNC knowledge transfer‚ subsidiary absorptive capacity‚ and HRM (article 2) 5 Mudambi (2002): Knowledge management in multinational firms (article 3) 6 Foss & Pedersen (2002): Transferring knowledge in MNC’s: The role of sources of subsidiary knowledge and organizational context (article 4) 7 Gupta & Govindarajan (2000): Knowledge flows within multinational corporations (article
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qualitative data used in this paper were derived from students’ reflective diaries‚ students’ FB interactions‚ and informal conversations and were collected from a group of students (27) attending a master’s class in distance learning mode. Thematic analysis was conducted to examine the themes that emerged to represent their reflections. Findings – The students’ reflections were grouped into two major categories: convenience and facilitation of learning. Students’ reflection on the convenience afforded
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| In today’s business organizations’ one of the keys to success is the use of knowledge sharing‚ however‚ knowledge sharing can sometimes constitute a major challenge in the field of knowledge management. The difficulty of such sharing resides in the transference of knowledge from one entity to another. Some individuals in a team environment tend to resist sharing their knowledge because of the concept that knowledge is property; therefore‚ it becomes very important and tends to be protected. This
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Teena Jain ID- A2296 Management Principles Case study SIA Inc is a well organized organization which follows policies and procedures of the company‚ headquarters located in Midwest. It has bureaucratic organization structure and globalized. It has more than 30 separate business units. The case discuss about the knowledge transfer implementation and its consequences. Relating to the case study factors the following are the common problems and their respective solutions * Fear of losing job
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Journal of Information Science http://jis.sagepub.com/ Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions Hsiu-Fen Lin Journal of Information Science 2007 33: 135 originally published online 15 February 2007 DOI: 10.1177/0165551506068174 The online version of this article can be found at: http://jis.sagepub.com/content/33/2/135 Published by: http://www.sagepublications.com On behalf of: Chartered Institute of Library and Information Professionals
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