A review and case study on learning organizations

Abstract

Examines popular theories of learning in organizations to highlight their limitations for reform and change. Divides learning approaches here into four general strategiesorganizational learning, learning organization, learning environment, and "learning space". Examines how issues of power, diversity, indeterminacy and hierarchy are treated in each approach and the extent to which multivocal strategies of learning are engendered. These issues have been central to concerns raised in the literature about organizational control. However, much of what is popularly promoted as prescriptions for learning in organizations -on dimensions such as teamwork, leadership, and culture -have significant elements in which there is little evidence of reflection on issues of control. Gives particular attention to Peter Senge's book, The Fifth Discipline, which has become the blueprint for many organizational learning projects and other learning approaches. Also gives attention to a popular account of learning, an address by the CEO of the Australian telecommunications firm, Telstra. The analysis provides a basis for raising questions about popular learning strategies and underlines the need for managers to reflect on the complex, contextualized, and contentious nature of learning and its macro-level constraints and its micro-level impacts.

Leading Change and the Challenges of Managing a Learning Organisation in Hong Kong

“…The model discourages multicultural diversity in the workplace. Rifkin and Fulop (1997) supported this argument and added that LO discourages diversity in the change process.…”

Intelektinio kapitalo vystymo gairės organizacijos intelektualizacijos procese

“…Kolektyvinis gebėjimas mokytis ir kūrybiškumas, integruotinas į egzistuojančias sistemas; tvirta, linkusi mokytis bendruomenė, stipriai orientuota į sisteminį, komandinį mokymąsi, tarpdiscipliniškumą bei integralų dalyvavimą (Rifkin, Fulop, 1997;Bierema, 1999).…”

Exploring the Remuneration ‘Black Box’: Establishing An Organizational Learning Insight into Changing Remuneration Committee ‘Social Worlds’

“…(2006) and Rifkin and Fulop (1997). This learning space is represented as a "window of opportunity" -whereby control is relaxed, enabling (at least temporarily) learning through staff are able to feel, think and question existing mindsets.…”