{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,9,27]],"date-time":"2025-09-27T08:16:10Z","timestamp":1758960970181,"version":"3.41.2"},"reference-count":13,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2007,7,24]],"date-time":"2007-07-24T00:00:00Z","timestamp":1185235200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2007,7,24]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p><jats:italic>The aim of this paper is to provide a practical experience in a leading Spanish engineering company in order to promote people\u2010focused knowledge management and socialization and collective learning processes within the firm.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p><jats:italic>From an epistemological perspective, the survey assumes a phenomenological approach, aimed at achieving a holistic understanding and interpretation of organizational processes. The evidence\u2010collection sources have been documents and open\u2010ended interviews.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p><jats:italic>The case shows the paramount relevance of articulating a knowledge\u2010sharing culture throughout management systems and organizational policies and routines, in order to guarantee the alignment of individual and organizational mental models.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p><jats:italic>The value of this paper lies in providing knowledge management practitioners with a useful insight about how to achieve effective socialization and collective learning processes within their companies.<\/jats:italic><\/jats:p><\/jats:sec>","DOI":"10.1108\/13673270710762729","type":"journal-article","created":{"date-parts":[[2007,7,21]],"date-time":"2007-07-21T07:02:22Z","timestamp":1185001342000},"page":"72-81","source":"Crossref","is-referenced-by-count":9,"title":["Promoting people\u2010focused knowledge management: the case of IDOM"],"prefix":"10.1108","volume":"11","author":[{"given":"Nekane","family":"Aramburu","sequence":"first","affiliation":[]},{"given":"Josune","family":"S\u00e1enz","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022020520395251900_b1","unstructured":"Allee, V. (2003), The Future of Knowledge: Increasing Prosperity through Value Networks, Elsevier, Burlington, MA."},{"key":"key2022020520395251900_b2","unstructured":"Argyris, C. (1990), Overcoming Organizational Defenses, Allyn & Bacon, Boston, MA."},{"key":"key2022020520395251900_b3","unstructured":"Argyris, C. and Sch\u00f6n, D. (1978), Organizational Learning: A Theory in Action Perspective, Addison\u2010Wesley, Boston, MA."},{"key":"key2022020520395251900_b4","unstructured":"Argyris, C. and Sch\u00f6n, D. (1996), Organizational Learning II: Theory, Method and Practice, Addison\u2010Wesley, Boston, MA."},{"key":"key2022020520395251900_b5","unstructured":"Berger, P. and Luckmann, T. (1966), The Social Construction of Reality: A Treatise on the Sociology of Knowledge, Doubleday, New York, NY."},{"key":"key2022020520395251900_b6","unstructured":"Friedman, V.J., Lipshitz, R. and Overmeer, W. (2003), \u201cCreating conditions for organizational learning\u201d, in Dierkes, M. and Berthoin, A (Eds), Handbook of Organizational Learning and Knowledge, Oxford University Press, Oxford."},{"key":"key2022020520395251900_b7","unstructured":"Kim, D. (1993a), \u201cA framework and methodology for linking individual and organizational learning: applications in TQM and product development\u201d, doctoral dissertation, MIT, Cambridge, MA."},{"key":"key2022020520395251900_b8","unstructured":"Kim, D. (1993b), \u201cThe link between individual and organizational learning\u201d, Sloan Management Review, Vol. 35 No. 1, pp. 37\u201050."},{"key":"key2022020520395251900_b10","doi-asserted-by":"crossref","unstructured":"Nonaka, I. and Takeuchi, H. (1995), The Knowledge\u2010Creating Company, Oxford University Press, Oxford.","DOI":"10.1093\/oso\/9780195092691.001.0001"},{"key":"key2022020520395251900_b11","doi-asserted-by":"crossref","unstructured":"Nonaka, I., Reinmoeller, P. and Senoo, D. (1998), \u201cThe art of knowledge: systems to capitalize on market knowledge\u201d, European Management Journal, Vol. 16 No. 6, pp. 673\u201084.","DOI":"10.1016\/S0263-2373(98)00044-9"},{"key":"key2022020520395251900_b12","unstructured":"Nonaka, I., Toyama, R. and Byosi\u00e8re, P. (2003), \u201cA theory of organizational knowledge creation: understanding the dynamic process of creating knowledge\u201d, in Dierkes, M., Berthoin, A., Child, J. and Nonaka, I. (Eds), Handbook of Organizational Learning and Knowledge, Oxford University Press, Oxford."},{"key":"key2022020520395251900_b13","unstructured":"Swan, J., Robertson, M. and Newell, S. (2001), \u201cKnowledge management: the next fad to forget people?\u201d, in Barnes, S. (Ed.), Knowledge Management Systems: Theory and Practice, International Thomson Business Press, London."},{"key":"key2022020520395251900_b14","unstructured":"Wiig, K. 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