Learning Organisation, Knowledge Management Process and Organisational Performance: Empirical Evidence From a Public University.

Universities have long been recognised as avenues for teaching and learning, research and discovery, as well as providers of services to the society through the application of knowledge. To strive for academic excellence, it is imperative for public universities to become a learning organization. This can be done by the knowledge management process to drive their future value and to enhance their organisational performance. Hence, this paper adapts the studies of Watkins and Marsick (1993; 1996) and Hernandez (2000), to develop a comprehensive research model which examines the relationship between learning organisation and knowledge management process of tacit knowledge in a public university in Malaysia. The objective of this first phase of research project is to explore the components of seven dimensions of the learning organisation and the transfer process of tacit knowledge which are deemed important factors to influence the knowledge performance improvement of a public university. A survey questionnaire was employed as the main instrument to collect data from the academicians in this university. The empirical findings of this study provides an initial step forward identifying the relevant dimensions of a learning organisation and the effective knowledge management process of tacit knowledge which drive the organisational performance of a public university. [ABSTRACT FROM AUTHOR]