Strategic Development

Running head: STRATEGIC DEVELOPMENT
Strategic Development
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1STRATEGIC DEVELOPMENT
“Knowledge Management”, “Organisational learning” and “intellectual capital” are
some of the terms that are very commonly used in the current business environment. These
terms are usually associated with some of the big budget projects that are conducted by
different companies who are convinced by the idea that the only competitive advantage that
an organisation in the future would have is its potential and ability of learning faster as
compared to its competitors. The strategic management of organisational learning and
knowledge has become one of the significant element in the fields of management and
business (Rosemann & Vom Brocke, 2015). The condition is so mainly because of the fact
that strategic management of organisational learning and knowledge is capable of delivering
the organisations all over the world, the strategic results in relation to competitiveness,
capacity enhancement and profitability. It is to mention that both organisational learning and
knowledge management play a very important part in the process of orchestration and
designing of the organisational strategy, processes and structures which influence the survival
of a company, resulting in the accomplishment of the goals, objectives and vision. However,
this paper shall elaborate on following a line of notion- “inventing new knowledge is not a
specialized activity...it is a way of behaving, indeed a way of being, in which everyone is a
knowledge worker”. It shall discuss the approach of a chosen company to strategic
management of organisational learning and knowledge management with reference to some
relevant theories and literature. With the same, it would also evaluate the use of strategic
frameworks and tools of the chosen organisation comprising of the vitality of knowledge in
the process of strategic marketing, strategic development, competitive advantage,
sustainability as well as managing the strategic corporate change. It is to mention that the
chosen company for this purpose is Transparency International Mauritius. It is a non-
governmental organisation operating in Mauritius. This paper aims to examine the strategic
framework and tools that the organisation use in the management of knowledge management

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and organisational learning. The tools and frameworks would include Soft System thinking,
Social Capital, Intellectual Capital, Balanced Scorecard Communities of Practice and
Knowledge Management.
To Transparency International Mauritius’s ability to grow and become competitive in
this contemporary rapidly growing business environment of developments and social
changes, Balanced Scorecard, Soft System thinking, Social Capital, Intellectual Capital,
Communities of Practice and Knowledge Management play the role of some important
catalysts, with knowledge being the main point of focus. According to Bryson (2018),
“organizational learning is the process of change in individual and shared thought and action,
which is affected by and embedded in the institutions of the organization”. When group and
individual learning becomes institutionalised, as systems, strategy, routines, culture and
structures. As of the fact that it is the intrinsic notion of change, the organisational learning
research deal with the questions of how the companies develop, transform and develop
further. They renew themselves so as to face the different challenges of the rapidly changing
business environment. Moreover, according to Girard and Girard (2015), knowledge
management is the “collection of systematic approaches to help information and knowledge
flow to and between the right people at the right time (in the right format at the right cost) so
they can act more efficiently and effectively to create value for the organization”. It is to note
that the knowledge management in literature is divided in many different branches. Pauleen
& Gorman (2016) in this context have stated that “Knowledge is a fluid mix of framed
experience, values, contextual information, and expert insight that provides a framework for
evaluating and incorporating new experiences and information. It originates and is applied in
the minds of knowers”. One of the most significant branch of the academic work is in
studying in the organisational knowledge because the resource of an organisation and as the
source of the competitive advantage is rooted in the research on the resource-based view of

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the company. There are many authors who claim that the knowledge based theory of an
organisation is a theory which “explains the organizational advantage of firms over markets”.
As per Ronald Young, the CEO of the Knowledge Associated International, Knowledge
management can be referred as “the discipline of enabling individuals, teams and entire
organizations to collectively and systematically create, share and apply knowledge, to better
achieve their objectives” (Young, 2016).
Transparency International Mauritius belongs from the humanitarian sector (Lakatos,
2017). It is an international civil society organisation that leads the fight against the issue of
corruption. While applying the knowledge management to the humanitarian sector, it is to
state that knowledge management in this regard can be explained as the management process,
utilisation and acquisition of the knowledge and disaster information for the support of
Humanitarian Assistance. It is also to mention that the concept of Knowledge management as
well as that of the organisational learning is a very new phenomena for Transparency
International Mauritius. This organisation is at present working towards the adoption of
Knowledge Management Manager and the Knowledge Management Coordinators whose
roles would be further discussed in this paper for addressing the organisational learning gap
present within this organisation as well as to keep abreast in this rapidly changing business
environment. It is also to state that Transparency International Mauritius is also working
towards adopting the position of learning as well. It has an Anti-corruption Solutions and
Knowledge (ASK) programme that is a strategic knowledge exchange and one of the
significant learning initiatives towards the facilitation of the adaptation, dissemination and
creation of the leading anti-corruption knowledge, expertise and experience all over the
international anti-corruption community (Hope, 2017). It is also to note that the ASK network
of experts are known to be a pool of many experts and practitioners with a recognised and
high level expertise on some key geographic and thematic areas all over the world.