This paper investigates the idea of knowledge work appropriate to the context of organization transformation. Specifically, we describe an actionable framework of knowledge synthesis, which accommodates the shift of information system (IS) support from automating to informating to knowledging. Our discussion intends to clarify the ideal of a learning organization which is designed to help transfer learning from individuals to a group, provide for organizational renewal, keep an open attitude to the outside world, and support a commitment to knowledge. The paper deals with the classification of knowledge tasks and its relation to organizational design. We elaborate the issue of knowledge characterizations that help structure and facilitate knowledge interconnectivity, through the exposition of the information continuum. We also describe the spiral approach of knowledge creation in terms of different modes of knowledge conversion, realizable in any of the contemporary organizations. Finally, we conclude by reiterating the various challenges of creating a communal knowledge space within the working of a learning organization.

Abstract not found

Abstract not found

The operational benefits of having a learning organization include at the very minimum increased organizational competitiveness and responsiveness in a given realm of competition. Military simulation worlds have served and continue to serve as practice fields for organizational learning. Organizational learning mechanisms like the simulation debriefing session have been linked to organizational learning through a taxonomy for rare events. This research provides both descriptive and prescriptive findings for military interactive simulation and debriefing systems. Some suggestions for simulation system design are made based on the research.