KNOWLEDGE MANAGEMENT AS A TURNAROUND FACTOR FOR ORGANISA TIONAL LEARNING AND CTION AN EMPIRICAL STUDY IN PHARMACEUTICAL SECTOR

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1 Dehi Business Review X Vo. 9, No. 2 (Juy - December 2008) KNOWLEDGE MANAGEMENT AS A TURNAROUND FACTOR FOR ORGANISA ANISATIO TIONAL LEARNING AND EMPLOYEE SATISF TISFACTIO CTION AN EMPIRICAL STUDY IN PHARMACEUTICAL SECTOR Vandna Sharma* THE Rationae of this study was to provide empirica evidence regarding the roe of Knowedge Management (KM) within firms. The sampe incuded 80 respondents incuding Knowedge Workers, Project Managers, Team Members, Consutants, Researchers and Designers randomy drawn from Indian industry, using a detaied questionnaire survey. Hence, this study diagnoses Organisationa Learning (OL) perception in Knowedge Management impementing organisations and estabishing the ink between Organisationa Learning and KM and aso finding its effects on Empoyee Satisfaction. Statistica anaytica toos ike F-test, t-test, ANOVA, coefficient of correation, mutipe regressions and other descriptive statistics scores have been used for presenting the data. Key Words: Knowedge Management, Organisationa Learning, and Empoyee Satisfaction Introduction The transformation of organisations into knowedge intensive and knowedge-aware organisations takes pace at an ever-increasing pace. The critica resource that determines competitive advantage in today s economy is knowedge. Consequenty, the same kinds of toos and strategies that companies once devoted to optimizing the use of natura resources, capita and abour in the od industria economy now must be appied to maximizing the productivity of their knowedge assets. Knowedge management refers to the coection of management practices and associated enabing technoogies. With the emergence of the knowedge era, it has become widey recognised that the intangibe assets of an enterprise wi be key to both its abiity to create competitive advantage, and to grow at an acceerated pace. As a resut, more and more organisations are showing increased attention to the creation of vaue through everaging knowedge. Economies are now moving towards a new business age where information and knowedge are to become the most important resources in organisations, eading to sustained competitive advantage (Moody and Shanks, 1999). At the beginning of the 2000s, KM has emerged as a unifying corporate goa. Today, the intention is to create enterprise integration through a knowedge sharing cuture, to recognise the vaue of something that is caed Inteectua Capita and to understand that competition depends not on the differentia possession of knowedge assets, or of information, but on the abiity to depoy and expoit knowedge. Many information technoogy firms, business consuting majors, R&D organisations, hi-tech companies, universities, higher education institutes and transnationa corporations have aready recognised the * Research Schoar, SMS, GGS Indraprastha University, Dehi. Reader, Bira Institute of Technoogy, Noida. 67

2 Vandna Sharma need to manage their knowedge base effectivey. Microsoft, IBM, Orace, Xerox, Dupont, 3M, GM, Sony, GE and many other companies are we on their way to become knowedge-intensive organisations. However, it shoud be ceary understood that knowedge management has to be enabed by Information Technoogy (IT) rather than driven by it. An IT-oriented approach to knowedge management merey offers a combination of agorithms, structures, toos and techniques. This approach misses the woods for trees. After a, organisations do not earn, ony their peope earn. Reevant knowedge often rests with the creative and inteectua eite of an organisation that habituay has disgust for documenting their knowedge. Therefore, the approach towards knowedge management shoud be more hoistic and peope-focused, and the behavioura dimension shoud not be ost sight of. Picket (2004) emphaticay says whie technoogy brings some true advances it is sti just a faciitator and we need to move from the technoogy and information revoutions to a peope revoution. Significant changes are needed in the workpace and the knowedge manager has to pay a roe in that. Therefore, companies must ook at peope-driven knowedge management for creating vaue. Knowedge Management Knowedge management is hard to define precisey and simpy because there are mutipe interpretations. Knowedge Management is the abiity to recognize and mange the system of core competencies required for knowedge- intensive businesses. It requires a we-defined framework that reates investment in expertise or interna competencies to corporate performance. This incudes making expicit the reationships and interactions between a business enabers so that peope can perform their jobs effectivey. Knowedge such as expertise, creative ideas and skis is treated as a resource that can be captured, codified and shared (Nonaka and Takeuchi, 1995; Boisot, 1983). A key eement is creating, sharing and reusing interna capabiities to maximise business opportunities or not meeting key business objectives such as stakehoder expectations. Studies in KM Pharmaceutica companies, ike Merck, Gaxo Wecome, and Hoffmann-LaRoche, are increasingy becoming aware of the potentia vaue of KM within their organisations. Davenport and Prusak (2000) trace the deveopment of knowedge management and ink it to business strategy, work processes, cuture, and behaviour. Importanty, the authors demonstrate the move away from technoogy-driven soutions in knowedge management towards the focus on human interaction within organisations to stimuate knowedge fow. Dougas (2002): Knowedge Manager integrates both connect and coect for effective knowedge process, i.e. (i) reinforce natura instincts to buid trust and a cuture of knowedge sharing; (ii) provide appropriate technoogy-enhanced coaboration toos; (iii) provide intuitive repositories for accumuating mission critica knowedge (iv) enrich the technoogy with manageria practice and business process. Organisationa Learning We define OL as the process by which an organisation acquires, retains and uses inputs for its deveopment, and the process resuts in an enhanced capacity for continued sef- earning and sefrenewa. It is widey accepted that firms, which consciousy invest in the creation of new knowedge through research and deveopment activities or through more informa earning processes tend to do better than those who ride on the cocktais of knowedge created by others (Boisot, 1998). This highights the importance of creation of new knowedge as a critica component of an organisation s abiity to earn and adapt. 68

3 Dehi Business Review X Vo. 9, No. 2 (Juy - December 2008) Studies in OL In western iterature, a recent study has been of Gomez et a. (2004), their study has identified different dimensions within organisationa earning capabiity as earning commitment, systems thinking, knowedge transfer and integration, openness and experimentation. In India, Shuka (1995) defined Oganisationa Learning Capabiities. On the measurement side, Pareek (1988) has conducted Indian studies on earning orientations, caed the Organisationa Learning Diagnostics. Ramanarayan (1996) conducted an empirica research on organisationa earning capabiity. Empoyee Satisfaction Empoyee Satisfaction (ES) is being defined as How your empoyees fee about their jobs, their supervisors, and many other factors have cear financia impications for your organisation s future success. The content for an Empoyee Satisfaction Survey is custom-deveoped for each organisation, but the broad issues that contribute to empoyee satisfaction are known and represented in every survey. They incude such topics as: the organisation s workpace environment, reationships with immediate supervisor, satisfaction with the work itsef, reward/recognition systems, both forma and informa, opportunities for growth through training and job assignments, compensation/benefit programs, support received from co-workers and other managers Studies in ES It seems ogica that there shoud be a ink between Knowedge Management and worker retention as the achievement of some of the input eements found in KM can ead to increased job satisfaction. Input eements in the KM woud incude sharing cuture, teambuiding, trust, coaboration, earning cuture etc. These eements focus upon increasing empoyees commitment, worker empowerment, autonomy, buiding team work, better performance management which, we posit, wi have a positive infuence on empoyee satisfaction as indicated by various factors such as fair compensation, chaenging work, autonomy, satisfaction with nature of work, supervision, organisationa commitment, distributive justice, procedura justice and turnover intention in this research. Studies in KM & OL Senge (1990) beieves that on the twin issue of organisationa earning and Knowedge Management HR professiona pay a very usefu roe, because utimatey, there s the need for faciitative support (Soomon, 1994). The organisationa earning provides an incredibe opportunity for human resource peope to break past the imit of training and move further into the organisation. The Knowedge Management must necessariy be a fusion of information technoogy and human resource deveopment. On one hand the deveopment of the earning organisation, where we understand earning and teamwork much better, on the other hand, there is a group-ware and the web, the whoe of its fused you need directors of Knowedge Management who can take the hoistic view as much aware of the organic knowedge base of Information Technoogy, but more into the interaction between the two. (James, 1998). Rugges (1999) emphasizes the importance of getting the approximatey peope/process/technoogy right for succeeding in knowedge management efforts. 69

4 Vandna Sharma Studies in OL & ES According to Drucker (1998), knowedge workers are motivated more by the intrinsic chaenge of the work rather than financia rewards and so earning and the utiization of knowedge coud be seen as additiona facets that coud be added. However, earning can aso be seen as a cuture (Boman and Dea, 2003; Moynnihan, 2005; Schein, 1993), which bounds a the other job satisfaction eements and which wi ead to how the knowedge workers perceive the facets within their organisation. This raises the question of the extent of the reationship between traditiona empoyee satisfaction measures and organisationa earning. Objectives of the Study The study incudes three important variabes, viz., Knowedge Management, Organisationa Learning, and Empoyee satisfaction in the context of Pharmaceutica sector in India. The main objectives of this study are: 1. To study the reationship between Knowedge Management and Organisationa Learning. 2. To study the reationship between Organisationa Learning and Empoyee satisfaction. 3. To make suggestions for improvements. Research Methodoogy a) Scope of study: The Indian Pharmaceutica Industry today is in the front rank of India s sciencebased industries with wide ranging capabiities in the compex fied of drug manufacture and technoogy. A highy organised sector, the Indian Pharma Industry is estimated to be worth $ 4.5 biion, growing at about 8 to 9 percent annuay. It ranks very high in the third word, in terms of technoogy, quaity and range of medicines manufactured. From simpe headache pis to sophisticated antibiotics and compex cardiac compounds, amost every type of medicine is now made indigenousy. b) Sampe for the study: The seection criterion was based on the Market Share and Saes of a the companies in the seected industries on the basis of (31 st March) audited financia figures. The survey was conducted during After evauating the entire ist of organisation of this industry. An introductory mai about - Knowedge Management and a ist of KM Methods empoyed within their company and which methods they were intending to impement was sent to a companies in the three industries. The tota number of KM methods empoyed by a company is used as one of the discriminating variabe. Companies using three or ess techniques were referred to as KM nonimpementing companies and those appying four or more techniques described as KM impementing companies. An equivaent proportion for the study of Knowedge Management in that industry was seected. Tota Sampe Size of Study: Two companies from each specified industry where the Knowedge Management was being impemented and two companies where the Knowedge Management was not being impemented as on the specified date. In the drugs and pharmaceutica sector, Ranbaxy and Cipa are the best pick for anaysis of Knowedge Management. But it does not mean other companies are not having it, Dr Reddy is aso having KM, but the study is imited to two companies who have impemented Knowedge Management. And on the other hand, Matrix Lab and Torrent, where KM has not been impemented yet. Sampe Distribution used in the study is as given on the next page. 70

5 Dehi Business Review X Vo. 9, No. 2 (Juy - December 2008) Drugs/Pharmaceuticas Impementing KM IT techniques Not Impementing KM IT techniques Tota = 4* 20 = 80 This study begins with a hypothesis and research questions and invoves precise procedure and data source specifications. Discussions with academicians and managers of various knowedge intensive organisations ed to the cassification of the objectives of the study and the seection of variabes important to the peope enabed KM. H1a: There is a positive correation between Knowedge Management and Organisationa Learning. H1b: Organisationa Learning enhances Empoyee Satisfaction in Non-KM impementing industries. c) Questionnaires: For measuring Knowedge Management, Organisationa Learning and Empoyee Satisfaction information, data was coected through standardised questionnaires. A the sections are based on a five-point Likert scae. 1) KM Questionnaire: Darroch (2003) deveoped three scaes to measure behaviours and practices for each component of knowedge management: knowedge acquisition, knowedge dissemination, and responsiveness to knowedge. 2) OL Questionnaire: Organisationa Learning Diagnostic Survey (Pareek, 1988) consisting of 23 items. 3) ES Questionnaire: comprised of foowing factors: Satisfaction with Nature of Work: (Minnesota Satisfaction Questionnaire; Weiss et a., 1967); Satisfaction with Supervision: (Index of Organisationa Reactions Questionnaire; Smith, 1976); Organisationa Commitment (Porter et a., 1974); Distributive Justice (Magner et a., 1994); Procedura Justice (Magner et a., 1994); Turnover Intention: (Cammann et a, 1979); Perceived Aternative Empoyment Opportunities (Mowday et a., 1984). d) Procedure for data coection: A detaied questionnaire for the respondents covering various facets of operations was prepared and circuated among the seected companies of each industry. e) Statistica Toos: The presentation format of the recommended framework invoves computation of Descriptive statistics - Mean and Standard Deviation. Parametric: F-test, t-test, and Correation Technique, ANOVA and Regression. Anaysis & Interpretations H1a: There is a positive correation between Knowedge Management and Organisationa Learning. µ1 = µ2, Where, µ1 = Knowedge Management µ2 = Organisationa Learning 71

6 Vandna Sharma On the basis of grand tota of 40 Respondents in KM impemented companies, the mean & standard deviation have been cacuated for the two parameters that are Knowedge Management and Organisationa Learning. It was found that mean vaue of organisationa earning is higher in KM impemented companies in Teecom sector. Tabe 1: Depicts Means Standard Deviations of Differences between Knowedge Management and Organisationa Learning in KM Impemented Companies in Drugs/Pharmaceuticas Sector Descriptive Statistics Mean Std. Deviation N Knowedge Management Organisationa Learning Correation matrix obtained by Pearson s Correation coefficient method indicates that Organisationa Learning is positivey correated with the dependent variabe i.e. Knowedge Management (0.74). It demonstrates that if an empoyee is invoved in knowedge creating and distributing activities, the cuture of earning wi aso be perceived favourabe by him. Tabe 2 Showing Co-efficient of Correation between Knowedge Management & Organisationa Learning in KM Impemented Companies in Drugs/Pharmaceuticas sector Knowedge Management Organisationa Learning 0.74 N 40 H1b: Organisationa Learning enhances Empoyee Satisfaction in Non-KM impementing industries. Where, H1a: µ1 = µ2 µ1 = Organisationa Learning µ2 = Empoyee Satisfaction = Higher Rate On the basis of grand tota the mean & standard deviation have been cacuated for the two parameters that is Organisationa Learning and Empoyee Satisfaction. It was found that mean of empoyee satisfaction is highest. Tabe 3: Showing Means, Standard Deviations of Organisationa Learning, & Empoyee Satisfaction of Non-KM impementing companies in Drugs/Pharmaceuticas Sector Descriptive Statistics Mean Std. Deviation N Empoyee Satisfaction Organisationa Learning

7 Dehi Business Review X Vo. 9, No. 2 (Juy - December 2008) To test hypothesis H1b, regression anaysis was carried out, a form of genera inear modeing, which is a statistica technique used to examine the reationship between a dependent variabe, (Empoyee Satisfaction) and an independent variabe (Organisationa Learning). Regressions aso provided a means of objectivey assessing the degree and character of the reationship between dependent and independent variabe. Correation matrix obtained by Pearson s Correation coefficient method indicates that Organisationa Learning is cosey correated with the dependent variabe i.e. Empoyee Satisfaction (0.808). For testing the significance of reationship, t-test has been used. These vaues when compared with tabe vaue at 5 % eve of significance indicate that tabe vaue is ess than cacuated vaues, showing a significant reationship between Organisationa Learning and Empoyee Satisfaction. Tabe 4: Showing Coefficients of Correation between Organisationa Learning & Empoyee Satisfaction in Non-KM Impemented Companies in Drugs/Pharmaceuticas Sector The Regression anaysis for dependent variabe empoyee satisfaction and Organisationa Learning indicates the foowing resuts: R 2 = F= Tabe 5: Showing Summary of Regression Mode in Non-KM impemented companies in Drugs/Pharmaceuticas sector & ' ' () *+) ' (), '(),!"#!$ $#"$!"# %$% $ a../ b , F, # -, 73

8 Vandna Sharma In the above Tabe 5, R is the correation coefficient for the simpe regression of independent variabe and the dependent variabe, which came out to be in this study. It has no pus or minus sign because in regression the signs of the individua variabes may vary, so this coefficients refects ony the degree of association. R square is the correation coefficient squared aso referred to as the coefficient of determination. This vaue indicates the percentage of tota variation of dependent variabe expained by the independent or predictor variabe. It came out to be 0.652, which means 65% of tota variation in empoyee satisfaction caused by Organisationa Learning. Standard Error of Estimate: It is a measure of the variation or scatteredness about the ine of regression. It is another measure of the accuracy of our predictions. It represents an estimate of the standard deviation of the actua dependent vaues around the regression ine that is; it is a measure of variation around the regression ine, which came out to be The degree of freedom measures, how restricted the data is to reach a certain eve of prediction. It is measured as tota observation minus the number of estimated parameters. Tabe 6: Showing ANOVA (Regression) in Non-KM Impemented Companies in Drugs/Pharmaceuticas Sector & ' ') 4 ) & () () - #"#% #"#% %$% a!!%"!3 $ %"!%! 3# $3./ Tabe 6 shows the ANOVA F is significant, signaing that it is justifiabe to use a straight-ine reationship to mode the variabe in this case. High vaue of F ceary points out that, there is significant positive correation with dependent variabe. The ANOVA tabe tests the acceptabiity of the mode from a statistica perspective. The Regression row dispays information about the variation accounted for in this mode. The Residua row dispays information about the variation that is not accounted for this mode. The regression and residua sums of squares are approximatey equa, which indicates that the mode expains about 65.2% of the variation in this variabe. The significance vaue of the F statistic is ess than 0.05, which means that the variation expained by the mode is not due to chance. Whie the ANOVA tabe is a usefu test of the mode s abiity to expain any variation in the dependent variabe, it does not directy address the strength of that reationship. The mode summary tabe reports the strength of the reationship between the mode and the dependent variabe. R, the correation coefficient, is the inear correation between the observed and mode-predicted vaues of the dependent variabe. R Square, the coefficient of determination, is the squared vaue of the correation coefficients. It shows that about 50% the variation in time is expained by the mode. As a further measure of the strength of the mode fit, compare the standard error of the estimate (13.25) in the mode summary tabe to the standard deviation (22.19) of time reported in the descriptive statistics tabe. We found both the vaues are coser, indicating the strength of the inear reationship between Organisationa Learning and Empoyee satisfaction. 74

9 Dehi Business Review X Vo. 9, No. 2 (Juy - December 2008) & Tabe 7 Showing Regressions between Empoyee Satisfaction and Organisationa Learning in Non-KM Impemented Companies in Drugs/Pharmaceuticas Sector Erro 5 3" r #$ # $% $! The standardized regression coefficient, or beta vaue (0.80), is the vaue cacuated from standardized data. The beta vaue aows us to compare the effect of independent variabe on dependent variabe to the effect on dependent variabe of other independent variabe at each stage, because this vaue reduces the regression coefficient to a comparabe unit, the number of standard deviations. A smaer standard error impies more reiabe prediction. Thus I, woud ike to have sma standard error and sma confidence intervas. This standard error is aso referred to as the standard error of the regression coefficient. It is an estimate of how much the regression coefficient wi vary between sampes of the sampe size taken from the same popuation. Further to test the statistica significance of b, we examine the t s. Aso the significant vaue of t further means that regression, as a whoe is significant between these seected variabes. Histogram 12 Dependent Variabe: Empoyee Satisfaction F r e q u e n c y Std. Dev =.99 Mean = 0.00 N = Regression Standardized Residua Figure 1 Showing Histogram bar in Non-KM impemented companies in Drugs/ Pharmaceuticas sector 75

10 Vandna Sharma A residua is the difference between the observed and mode-predicted vaues of the dependent variabe. The residua for a given product is the observed vaue of the error term for that product. A histogram or P-P pot of the residuas wi hep to check the assumption of normaity of the error term. The shape of the histogram shoud approximatey foow the shape of the norma curve. This histogram is acceptaby cose to the norma curve. Norma P-P Pot of Regression Standardized Residua 1.00 Empoyee Satisfaction E x p e c t e d C u m P r o b Observed Cum Prob Figure 2 Showing Norma P-P Pot of Regression in Non-KM impemented companies in Drugs/Pharmaceuticas sector The P-P potted residuas shoud foow the 45-degree ine. Neither the histogram nor the P-P pot indicates that the normaity assumption is vioated. A Manageria Overview of the Resuts Drugs/Pharmaceutica sector has shown that the mentioned two variabes are strongy correated and resuting in the statement that The empoyee satisfaction increases with an increase in the organisationa earning in this sector where knowedge management is not being impemented or ever has been impemented. Recommendations Knowedge Management programme shoud be supported from the top. As the mean vaues for KM behaviours came out to be 47.5 in KM impemented companies, which means that KM dissemination, acquisition is ow in the surveyed companies. Organisationa earning is found to be strongy correated (0.74) with KM. Therefore, KM shoud not ony be technoogy enabed rather peope focused in order to make it successfu. Hence, a key responsibiity and chaenge for corporate executives ies in cutivating and nurturing such smart minds that provide perhaps the ony sustainabe competitive edge. In order to deveop earning cuture, foster an environment where empoyees trust that their knowedge is vauabe and ensures that the cuture grows at the right pace, with the right peope, and in the right mix. Aows empoyees to do a better job of aggregating usefu information, and make it avaiabe to others who need it when then need it. 76

11 Dehi Business Review X Vo. 9, No. 2 (Juy - December 2008) Finay, the hypothesis that Organisationa Learning enhances Empoyee Satisfaction in Non-KM impementing industries found support from the data and the strength of reationship (R 2 = 0.652) was stronger. From this anaysis, it is cear that Attracting, deveoping, and retaining a knowedgeabe work force is a major issue for senior management teams, but many are not yet aware of the scope of the probem or potentia soutions such as knowedge management. Research imitations/impications The research paper does not test the possibiity of empoyee satisfaction affecting Organisationa Learning, which may be true, and the author acknowedges it as a imitation of the research study. Future studies may investigate this further. References Boisot, M. (1983), Convergence revisited: the codification and diffusion of knowedge in a British and Japanese firm, Journa of Management Studies, Vo. 20, No.2, pp Boisot, M. (1998), The information space (I-space) Knowedge Assets Securing Competitive advantage in the Information Economy, Oxford University Press, New York, NY. Boman, L.G. and Dea, T.E. (2003), Reframing Organisations: Artistry, Choice and Leadership, Jossey-Bass, San Francisco, CA. Cammann, C., Fichman, M., Jenkins, D. and Kesh, J. (1979), The Michigan Organisationa Assessment Questionnaire, Unpubished Manuscript, University of Michigan, Ann Arbor, Michigan. Darroch, J. (2003), Deveoping a measure of knowedge management behaviours and practices Journa of Knowedge Management, Vo.7, No.5, pp Davenport, Thomas H. and Prusak, Laurence (2000), Working Knowedge: How Organisations Manage What They Know, Boston, Massachusetts: Harvard Business Schoo Press. Dougas, Weidner (2002), Using Connect and Coect to Achieve the KM Endgame IT Pro January-February, pp Drucker, P.F. (1998), Managements New Paradigms Forbes, Vo.162, No.7, pp Gómez, J.P., José, J., Céspedes, L. and Ramón Vae, C. (2004), Organisationa Learning Capabiity: A Proposa of Measurement Journa of Business Review, Vo.58, No.6, pp James, M., (1998), A Gimpse of the Future Consutancy (May), pp Magner, N., Johnson, G.G. and Efrink, J. (1994), Evidence of the Reationship between Procedura and Distributive Justice in Performance Appraisa and Accounting Facuty Attitudes and Performance. Moody, D.L. and Shanks, G. (1999), Using Knowedge Management and the Internet to Support Evidence Based Practice: A Medica Case Study Proceedings of 10th Austraasian Conference on Information Systems. Mowday, R.T., Koberg, C.S. and McArthur, A.W. (1984), The Psychoogy of the Withdrawa Process: A Cross-Vaidation Test of Mobey s Intermediate Linkages Mode of Turnover in Two Sampes, Academy of Management Journa, Vo.27, pp Moynihan, D.P. (2005), Goa-based Learning and the Future of Performance Management Pubic Administration Review, Vo.65, No.2, pp Nonaka, Ikujiro and Takeuchi, Hirotaka (1995), The Knowedge Creating Company: How Japanese Companies Create the Dynamics of Innovation Oxford University Press, New York. Pareek, U. (1988), Organisationa Learning Diagnostics Measuring Organisationa Cimate, Academy of HRD, Ahmedabad. Picket, L. (2004), Focus on Technoogy Misses the Mark Industria and Commercia Training, Vo.36, No.6, pp Porter, L.W., Steers, R.M., Mowday, R.T. and Bouian, P.V. (1974), Organisationa Commitment, Job Satisfaction, and Turnover Among Psychiatric Technicians, Journa of Appied Psychoogy, Vo.59, pp Ramnarayan, S. (1996), Organisationa Learning Capabiity Measuring Organisationa Cimate, Academy of HRD, Ahmedabad. 77

12 Vandna Sharma Rugges, Rudy L. (1999), The Knowedge Advantage: 14 Visionaries Define Marketpace Cuccess in the New Economy Oxford: Capstone. Schein, E. (1993), How Can Organisations Learn Faster? The Chaenge of Entering the Green Room Soan Management Review, Vo.34, No.2, pp Senge, M.P. (1990), The Fifth Discipine: The Art and Practice of a Learning Organisation New York: Doubeday. Shuka, M. (1995), The Learning Edge: Buiding Capabiities for Corporate Performance in Akhiesh, K.B., Prasad, L. and Singh, P. (Eds), Evoving Performing Organisations through Peope, New Age Internationa, New Dehi,. Smith, F.J. (1976), Index of Organisationa Reactions (IOR), JSAS Cataog of Seected Documents in Psychoogy, 6(1), No Soomon, C.M., (1994), HR Faciitates the Learning Organisation Concept Personne Journa, Vo.73, No.11(Nov.), pp Weiss, D.J., Dawis, R.V., Engand, G.W. and Lofquist, L.H., (1967), Manua for the Minnesota Satisfaction Questionnaire, Minneapois: Work Adjustment Project, Industria Reations Center, University of Minnesota. 78