Organizational learning, knowledge management and institutional theory

Organisational learning and knowledge management are claimed to represent the major competitive advantage of many organisations. This paper examines the links between the two concepts to explain the knowledge management process in terms of institutional theory. Knowledge management suggests change will be the result of rational choice: institutional theory suggests that change may be irrational. The paper suggests that coercive and voluntary isomorphism can interact with both explicit and tacit knowledge to affect change.