Strategies for transforming human service organizations into learning organizations: knowledge management and the transfer of learning.
This analysis describes the nature of a learning organization, defines the boundaries of evidence-informed practice, identifies the elements of knowledge management, and specifies the elements of the transfer of learning. A set of principles are presented to guide managers in transforming human service organizations into learning organizations along with a set of implementation strategies that can inform participants of the values and benefits of knowledge management. This analysis features concepts and principles adapted and synthesized from research in diverse fields, such as evidence-based health care and the for-profit sector related to learning organizations, knowledge management, and the transfer of learning.
Austin
Michael J
MJ
Nonprofit Management in the School of Social Welfare, University of California at Berkeley, Berkeley, CA 94720, USA. mjaustin@berkeley.edu
D003153:Community Health Services / Q000458:organization & administration*; D004059:Diffusion of Innovation; D055317:Evidence-Based Practice; D006801:Humans; D033181:Information Dissemination; D019359:Knowledge; D007858:Learning; D015279:Organizational Culture; D017149:Private Sector