Knowledge management formal and informal mentoring

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dc.contributor.author Karkoulian, Silva
dc.contributor.author Halawi, Leila A.
dc.contributor.author McCarthy, Richard V.
dc.date.accessioned 2016-05-10T12:40:51Z
dc.date.available 2016-05-10T12:40:51Z
dc.date.copyright 2008 en_US
dc.date.issued 2016-05-10
dc.identifier.issn 0969-6474 en_US
dc.identifier.uri http://hdl.handle.net/10725/3754 en_US
dc.description.abstract Purpose – As businesses continue to forge ahead in the twenty‐first century, knowledge management (KM) has materialized as a significant differentiator. The process of creating new knowledge, sharing, and preserving such knowledge, is crucial for achieving competitive advantage. To gain maximum benefit from new knowledge, it must be efficiently integrated into the organization within a continuous knowledge life cycle. In this respect, mentoring is becoming ever more effective as a means to facilitate knowledge creation and sharing and build intellectual capital. This study aims to examine how both formal and informal mentoring enhances KM in the Lebanese banking sector. Design/methodology/approach – Professionals in the Lebanese banking sector were surveyed to measure their perception of the impact of mentoring on their willingness to share information within the organization on both a formal and informal basis. A Pearson correlation was conducted to test the hypotheses. Findings– Results suggest that informal mentoring is highly correlated with KM; whereby the more employees practice mentoring willingly the more knowledge will be shared, preserved, and used within the organization. However, there was little support for formal mentoring. Practical implications – The results suggest that management should be highly supportive of informal mentoring as a means to capture and retain organizational knowledge. They should design and reward informal mentoring processes within the organization. Originality/value – This paper adds to the existing mentoring literature by empirically testing the relationship between mentoring and KM. en_US
dc.language.iso en en_US
dc.title Knowledge management formal and informal mentoring en_US
dc.type Article en_US
dc.description.version Published en_US
dc.title.subtitle An empirical investigation in Lebanese banks en_US
dc.author.school SOB en_US
dc.author.idnumber 198203940 en_US
dc.author.department Department of Management Studies (MNGT) en_US
dc.description.embargo N/A en_US
dc.relation.journal The Learning Organization en_US
dc.journal.volume 15 en_US
dc.journal.issue 5 en_US
dc.article.pages 409-420 en_US
dc.keywords Knowledge management en_US
dc.keywords Knowledge sharing en_US
dc.keywords Mentoring en_US
dc.keywords Banking en_US
dc.keywords Lebanon en_US
dc.identifier.doi http://dx.doi.org/10.1108/09696470810898384 en_US
dc.identifier.ctation Karkoulian, S., Halawi, L. A., & McCarthy, R. V. (2008). Knowledge management formal and informal mentoring: An empirical investigation in Lebanese banks. The Learning Organization, 15(5), 409-420. en_US
dc.author.email skarkoul@lau.edu.lb en_US
dc.identifier.tou http://libraries.lau.edu.lb/research/laur/terms-of-use/articles.php en_US
dc.identifier.url http://www.emeraldinsight.com/doi/full/10.1108/09696470810898384 en_US
dc.orcid.id https://orcid.org/0000-0002-6513-3483 en_US

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