دور التشارك المعرفي في تعزيز التعلم التنظيمي : دراسة ميدانية على موظفي فرع وزارة التجارة بمحافظة جدة
The study aimed to determine the role of cognitive sharing in its aspects (cognitive exchange, cognitive transfer, cognitive transmission) in promoting organizational learning in the Ministry of Commerce in Jeddah Governorate. It also aimed to reveal whether there were statistically significant differences in the response of employees of the branch of the Ministry of Commerce in Jeddah Governorate towards the relationship between cognitive sharing and organizational learning according to demographic variables (gender, age, education, years of experience). To achieve the objectives of the study, the descriptive analytical approach was adopted, the questionnaire was used as the main tool for collecting data, and a simple random sample was adopted, whereas the sample consisted of (121) employees of the Ministry of Commerce in Jeddah Governorate. The study concluded with several results, the most important of which is that there is a statistically significant relationship at the significance level (α≤0.05) between cognitive sharing in its aspects (cognitive exchange, cognitive transfer, cognitive transmission) and organizational learning among employees of the branch of the Ministry of Commerce in Jeddah Governorate, with a correlation coefficient of (0.756) at the significance level (0.000). The study also indicated that there are no statistically significant differences at the significance level (α≤0.05) in the response of employees of the branch of the Ministry of Commerce in Jeddah Governorate towards the relationship between cognitive sharing and organizational learning according to demographic variables (gender, age, education, years of experience). The study recommended several recommendations, the most important of which are continuing to apply the aspects of cognitive sharing in the Ministry, and exchanging, transferring and transmitting knowledge among employees to promote their knowledge, develop their performance and level of competitiveness, and achieve more innovations and achievements, in addition to continuing to update the types of internal communications and employee databases, and continuity of the flow of information therein, to ensure continuous development at work. (Published abstract)