This article presents an integrated model of the learning organization. It is based on empirical research of the learning organization literature, as well as on practitioners' understandings of the concept where learning organizations were often described in terms of four distinct individual aspects -no more and no less. This article argues these aspects cannot be treated as separate, and that the four aspects have to be combined in order to create a true learning organization. The four aspects are: learning at work; organizational learning; developing a learning climate; and creating learning structures. The article suggests that only those organizations that have implemented all of the aspects should be called "learning organizations", and those organizations that have implemented only one aspect should be called "partial learning organizations".
This conceptual paper looks at and discusses differences between the concepts of organizational learning and (the) learning organization. Since there still seems to be confusion regarding the meaning of the two concepts, aims to clarify the two main existing distinctions ± that organizational learning is existing processes while learning organization is an ideal form of organization. Also distinguishes between a traditional and a social perspective of organizational learning, which the existing distinctions have not ± at least not explicitly. Thus, distinctions are made between three concepts. In addition to the improvement of the existing distinctions, suggests two complementary ones ± entities of learning and knowledge location. These two distinctions might make it easier to distinguish also between the two perspectives of organizational learning.
This article is a critique of the broad ensemble which we identify as `learning discourse' and its pervasive ideological content which determines learning as a `good thing for all'. We consider how the signifier `learning' works as a nodal point which constitutes (legitimizes and sustains), yet glosses over, antagonistic and contradictory organizational and social practices. With our critique we endeavour to go beyond a simple rebuke or rebuttal. We, rather, point out the problematic nature of the truths engendered in `making the social' and constituting the promise of a learning society whose ambit encompasses learning in general, the learning organization and the political economy of the `knowledge economy'. By doing so we expose the political character of the learning discourse which, we argue, works as the surface of intelligibility pro-posing the reality of work, self-hood, citizenship and society. We antagonize its `no alternative' trope by questioning the equivalence it creates between social inclusion, competitiveness, employability, empowerment and personal development. Our critique makes explicit how it is possible, and why it is important, to be `against learning'.
Purpose The paper aims to offer an overview of the definition of the concept of learning organization to be used, related to and taken as a starting point for further conceptual developments by others writing about and using the learning organization concept. An additional purpose is to suggest how the concept of learning organization could be demarcated to define what would be demanded from any particular organization to be counted as a learning organization. Design/methodology/approach This is a conceptual paper. To define the learning organization, a label-focused approach and a content-focused approach are used. A contextual approach is suggested as the most appropriate tool for demarcating the concept of learning organization. Findings It is suggested that there are four versions of learning organization, which can all be related to three different forms of organizational aspects. Furthermore, a contextual approach is suggested to demarcate how to define learning organization to develop a much-needed contingency model, which places reasonable demands on organizations in various contexts to qualify them as learning organizations. Originality/value An overview definition, which anybody writing about the learning organization could relate to, is presented. It is also discussed what a learning organization is not, something which only few others have done, and a contextual approach to demarcating the learning organization concept is suggested.
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