On the nature of learning communities: a study of four organisations

Abstract

Purpose -The purpose of this investigation is to look at four organisations to see whether they meet the criteria of learning communities. Two are involved with higher education, one is an army unit, and the fourth is an organisation responsible for aviation safety. Design/methodology/approach -The research was based on qualitative analyses of what made the four organisations learning communities. This comprised interviews with key personnel and responding to a 15-item questionnaire. Findings -In the Australian example, specialised areas of responsibility were established to facilitate change. In the Indonesian example, a colonial past, a political/cultural divide, a feudalistic approach to modern day problems and a rich tradition presented a challenge to innovation. In the army unit, highly specialised knowledge had to be acquired, adapted and applied. In the aviation safety organisation, technological issues specifying flight operations were the main focus. This organisation was akin to both a learning organisation and an innovative knowledge community, although working within a bureaucratic structure. Research limitations/implications -One limitation was access to personnel such as CEOs. Another was translating the questionnaire into Indonesian. A third was related to confidentiality, i.e. should participants reveal the identity of their parent organisation, and their own? Practical implications -The study identified the need to re-define strategic objectives. Organisations must undertake this task when faced with changing circumstances. Originality/value -The paper has value because it looks at effective, learning communities and the formal and the informal learning process.

Trick or Treat: Academic Buy-in to Third Stream Activities

“…Given that over 60% of participants in this present study had been employed in the teaching profession for more than 10 years, many had witnessed radical change and felt that their professional identity was under siege (Coyle, 2014). Academic concerns were also raised by newcomers to the profession, particularly in the Post-92 universities, because many faced heavy workloads with little time for subject specialism and active research which would enable them to foster their academic identities (Small and Minkes, 2010). The findings of this study suggest there is a perception that, in the main, academics feel that they constitute a cheap flexible workforce and that there is a casualization of their profession (Brenner et al, 2010).…”

Continuous organizational development (COD)

“…Small and Minkes (2010) argue that a learning organization utilises the mental capacity of its members, has the resources to undertake this task and allows its members to adapt to changing circumstances by learning new skills. Leaders of learning organizations tend to provide environments that support and enhance learning.…”

Culture, Values and Integrity in Contemporary Society

“…Two earlier case studies (Small and Minkes 2010) involved members of the Australian Defence Force (ADF); one involving HMAS Stirling Fleet Base West, submarine base and shore establishment of the Royal Australian Navy RAN; and the other examining the values, culture and training methods of the Special Air Service (SAS), Swanbourne, Western Australia.…”