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The Knowing OrganizationHow Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions$
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The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions

Chun Wei Choo

Print publication date: 2005

Print ISBN-13: 9780195176780

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780195176780.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2020. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 31 October 2020

KNOWING AND LEARNING IN ORGANIZATIONS

KNOWING AND LEARNING IN ORGANIZATIONS

Chapter:
(p.283) CHAPTER 7 KNOWING AND LEARNING IN ORGANIZATIONS
Source:
The Knowing Organization
Author(s):

Chun Wei Choo (Contributor Webpage)

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195176780.003.0007

The WHO Smallpox Eradication Program (1967-77) showed how cycles of sensemaking, knowledge creation, and decision making supported by a matrix of information management practices enabled the organization to innovate and adapt effectively. This chapter discusses how the knowing organization model relates to other models of organizational learning. The chapter also summarizes the practical implications of the model, drawing examples from new cases and cases presented earlier in the book.

Keywords:   WHO Smallpox Eradication Program, information management, models of organizational learning, sensemaking, knowledge creation, decision making, knowledge organization model

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