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Beyond Knowledge Management: Introducing Learning Management Systems

Beyond Knowledge Management: Introducing Learning Management Systems

Audrey Grace, Tom Butler
Copyright: © 2005 |Volume: 7 |Issue: 1 |Pages: 18
ISSN: 1548-7717|EISSN: 1548-7725|ISSN: 1548-7717|EISBN13: 9781615205165|EISSN: 1548-7725|DOI: 10.4018/jcit.2005010104
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MLA

Grace, Audrey, and Tom Butler. "Beyond Knowledge Management: Introducing Learning Management Systems." JCIT vol.7, no.1 2005: pp.53-70. http://doi.org/10.4018/jcit.2005010104

APA

Grace, A. & Butler, T. (2005). Beyond Knowledge Management: Introducing Learning Management Systems. Journal of Cases on Information Technology (JCIT), 7(1), 53-70. http://doi.org/10.4018/jcit.2005010104

Chicago

Grace, Audrey, and Tom Butler. "Beyond Knowledge Management: Introducing Learning Management Systems," Journal of Cases on Information Technology (JCIT) 7, no.1: 53-70. http://doi.org/10.4018/jcit.2005010104

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Abstract

In the knowledge economy, a firm’s intellectual capital represents the only sustainable source of competitive advantage; accordingly, the ability to learn, and to manage the learning process are key success factors for firms. The knowledge management approach to learning in organizations has achieved limited success, primarily because it has focused on knowledge as a resource rather than on learning as a people process. Many world-class organizations, such as Procter & Gamble, Cisco Systems and Deloitte Consulting, are now employing a new breed of systems known as Learning Management Systems (LMS) to foster and manage learning within their organizations1. This article reports on the deployment of an LMS by a major US multinational, CEM Corporation, and proposes a framework for understanding learning in organizations, which highlights the roles that LMS can play in today’s knowledge-intensive organizations.

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