Organizational Learning Through Knowledge, Creativity and Innovation on example of Rolls-Royce Plc

Essay by anulkab1University, Master's May 2012

download word file, 11 pages 0.0


Executive Summary

This report was commissioned in order to examine knowledge management methods, creativity and innovation within Rolls-Royce Plc. The report analyzes organizations practices towards knowledge management that are supported by theoretical foundation.

Methodology used in this research is descripto-exploratory in order to describe Rolls-Royce practices and investigate their reflection in the theoretical background. This report is based on academic references, scientific articles and case studies. The limitations of this research stem from the nature of the study itself. The knowledge management literature is under constant development and further research must be overtaken in order to examine it is up-to-date progress.

Key findings of this report shows that Rolls-Royce is a knowledge-intensive company that attracts and retain knowledge workers and promotes innovation and creativity. Knowledge management practices are well developed and under constant improvement. Organization's knowledge management strategy is a combination of codified and personalized strategies. Codified is represented by 'Platform independent model' that consist explicit knowledge.

That is expert systems and human-readable networks. Whereas personalized strategy is represented by encouragement of knowledge-sharing environment, in example: communities of practice.

In a summary this report leads to clear indications of successful implementation of established knowledge management methods within Rolls-Royce. Furthermore it shows organizations recognition of importance of constant development and innovation.

Table of contents

Introduction 3

Theoretical Foundation 5

Theoretical Application in Practice: 6

Information Technology 7

The Knowledge Management Strategy: 7

3.2.1. Codification Strategy of KAMP 7

3.2.2. KAMP in Detail and Personalization Strategy 8

3.3. Communities of Practice (CoP) 9

Innovation 10

Conclusion 11

References 12

Appendices: 14

7.1. Appendix 1 14

7.2. Appendix 2 14

7.3. Appendix 3 15

7.4. Appendix 4 15

7.5. Appendix 5 16

7.6. Appendix 6 16

7.7. Appendix 7 17

7.8. Appendix 8 17

7.9. Appendix 9 18

7.10. Appendix...