The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Issue
Volume 17 Issue 2 / Dec 2019  pp100‑172

Editor: Shaun Pather

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Application of Boundary Objects in Knowledge Management Research: A Review  pp100‑113

Saima Kanwal, Miguel Baptista Nunes, Muhammad Arif Chen Hui, Andrew D. Madden

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Decentralizing Knowledge Management: Affordances and Impacts  pp114‑130

Ulrich Schmitt

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Management Change Impact on Organizational Learning in a Business School  pp131‑143

Karen Voolaid, Üllas Ehrlich

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Management is one of the key factors of ensuring and developing the organizational learning ability. The paper analyses the impact of changes in management on organizational learning (hereinafter OL) in a business school of a public university. A fundamental change in the management system was carried out in one public university in Estonia, which replaced the academically democratic elections of the rector, deans and directors with a management model that is typical for business organisations, where the heads at all levels are nominated. To identify the impact of changes in management on the organizational learning, Watkins` and Marsick’s learning organization questionnaire (DLOQ) has been used in the research. This research differs methodically from the classical application of DLOQ, which measures the absolute value of organizational learning. Therefore the members of business school were asked to evaluate changes in OL using DLOQ in comparison with the period prior to the reform. For that, the respondents were asked to rate the DLOQ characteristics on a scale from ‑3 to +3, where a negative score means that the characteristic has become worse after the reform and positive scores imply that they are now better. The results show that changes in the management affects the most the part of OL that is measured by DLOQ dimensions “foster inquiry and dialogue” and “promote collaboration and team learning”. The reasons pointed out are the loss of confidence in the organization as well as sharpening of competition between the employees. The sample size was not adequate to draw reliable conclusions about the whole organization but was sufficient to analyse tendencies. On this basis it is argued that at least in short‑term perspective, replacement of academic democracy with the management model typical of a business organization has rather a negative effect on organizational learning. 


Keywords: Organizational learning, learning university, learning business school, university management, management change, Dimensions of Learning Organisation Questionnaire (DLOQ)


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Teaching Innovation to Strengthen Knowledge Creation in a Digital World  pp144‑157

Carolien van den Berg

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The Role of Social Capital in Knowledge Sharing in Higher Education Institutes  pp158‑170

Abdulqaadir Diriye

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Editorial for EJKM Volume 17, Issue 2  pp171‑172

Shaun Pather

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