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Summary
Knowledge creation/idea generation involves the use of available data and information in combination with subjective and intuitive knowledge to bring about the creation of new knowledge. Nonaka and Takeuchi's model of knowledge creation formulates the concept that knowledge creation is accelerated when the full range of knowledge conversion opportunities are reflected against one another. A learning organisation, by definition, is able to continue transforming itself if its people are highly aligned with the objectives of the organisation. In this regard communities of practice, or learning communities, often form an important role in learning organisations because they enable the sharing of knowledge, experience, and insights.
Organisational learning is a term connected with growing organisations and their need to acquire new knowledge for application within their business environments. Organisational learning by definition draws on a wider range of an organisation's employees. To ensure that effective use is made of any new concepts and knowledge that are discovered, there is a need to employ a higher level of learning than that which is needed for enhancing or improving current products and processes. This may lead to the use of differing mental models and necessitate organisational changes and restructuring. In fact the theory of organisational learning, as formulated by Argyris and Schon describes change as an instrument of learning. Organisational change is often required to achieve the higher levels of learning required for the creation and development of new and innovative products or services. An organisation's existing structures and methodologies may not be a suitable platform for a knowledge creation/idea generation environment to flourish.
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