gender differential paper IJCRB

ijcrb.webs.com
JUNE 2011
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2
On the contrary, Spender (2008) argued that the future of both knowledge management and
organizational learning is actually a return to a past when our theorizing was more robustly
grounded in what we now choose to ignore, managers’ experiences and morally burdened
practices as they apply their imagination to creating organizations.
Spender (2008) appealed to the basic formulation of individual capacities as a mean to build a
foundation for strategic planning. Spender (2008) further argued that these capacities are the
massively important engines of our society and economy, and that indeed there are no more
important human artifacts, for our ability to organize absolutely delimits our ability to shape the
human condition. Malhotra (1998) also agreed that inflexible organizational structures could not
cope when the ground is shifting as rapidly as it does in today’s markets. He suggested that as
part of the reinvention process that any organization must fulfill to maintain itself competitive,
managing tangible and intangible assets are crucial to succeed. Any business living system needs
to new itself in order to continually exist. Part of that renewal process comes from investments in
tangible and intangible assets. These two types of assets have the ability to create value.
Allee (2003) and McElroy (2003) argued that the new foundation of the new knowledge
economy is its people and their intelligences. They also highlighted the importance of
technology to connect people and processes. Similarly, Cross and Parker (2004) defined this
connectivity process as a social network, which will be the centre of execution strategy and
performance and can have a substantial impact on performance, learning and innovation. This
social web will keep the knowledge flow and will hold the organization together. Mendelson &
Ziegler (1999) developed the Organizational IQ model. This model measures a company’s
ability to quickly process information and make effective decisions. It provides strong results
that have both economically and statistically significance, providing confidence on the
development of the organizational IQ concept.
Matheson and Matheson’s (1998) nine-principle model correlates IQ with performance, with
smarter organizations significantly getting a high IQ score. These organizations not only perform
better but more consistently. Organizations in which the principles are strongly rooted are better
able to adopt decision-making best practices and to achieve superior results. The model fits very
well with the purpose of this research as it allows the researcher to examine the processes
through which Hispanic entrepreneurs make strategic decisions and make them as effective as
their operational process.
Literature review
In order to develop competencies, business owners must adopt cognitive development practices
to survive in a dynamic economy. According to (Kull, 2000), organizational intelligence (OI)
represents an intuitive understanding that links knowledge management with performance
measurement. He characterized organizational intelligence as an organization’s cognitive
capacity to leverage knowledge and employ reasoning to meet its perceived challenges. Glynn
(1996) distinguished OI as an organizational capability to process, interpret, encode, manipulate
and access information in a purposeful, goal-directed manner so it can increase its adaptive
potential in the environment in which it operates. Organizational intelligence, then, is the ability
to allow organizations to grow, survive, and prosper. This ability requires a proper organizational
structuring and functioning, and the management of human resources, technology, knowledge,
and organizational learning. According to Liebowitz (2000), an important part of organizational
intelligence is the renewal process in fostering organizational learning within the entity. The
ability to transform individual learning into organizational learning is a challenge in the
organization. Recognizing and addressing all the processed involved in knowledge management
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