The Knowledge Management and Social Learning in Military Settings
Leoni Warne (Defence Science and Technology Organisation, Australia), Katerina Agostino (Defence Science and Technology Organisation, Australia), Irena Ali (Defence Science and Technology Organisation, Australia), Celina Pascoe (University of Canberra, Australia) and Derek Bopping (Defence Science and Technology Organisation, Australia)
Copyright: © 2003
This chapter reports on the methodologies used and the findings of the research done by the Enterprise Social Learning Architectures (ESLA) Task into learning processes occurring in two diverse environments, tactical and strategic at the Australian Defence Organization (ADO). The research focused on identifying factors that enable and act as motivators for social learning. More specifically the chapter describes a number of environmental, cultural factors, processes and strategies that when positively applied, facilitate social learning and knowledge management within organizations. These factors fall into two categories: Motivators–characteristics in the organisational environment and culture that provide a context and motivation for the individuals to learn. The second category comprises Enablers–processes and strategies that if present in an enterprise, can facilitate social learning. The chapter concludes with a set of recommendations that could be implemented by managers who seek to enhance social learning, knowledge management and knowledge sharing in their organisations.