The learning organization: Management theory for the information age or new age fad?

Worrell, Diane

doi:10.1016/0099-1333(95)90060-8

Cited by 21 publications

(17 citation statements)

References 4 publications

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“…This paper has drawn heavily on social learning theory (Wenger, ; Wenger et al ., ; Wenger, ; Wenger et al ., ) and an application of this theory to the learning capability of an organisation. Although the idea of the learning organisation has been around for many years, and can have a reputation with some for being a management fad (Worrell, ; Garratt, ), it is still the subject of research, particularly in relation to KM (Pun and Nathai‐Balkissoon, : Bijaya and Uday, ). In this context, organisational learning and KM are thought to be closely interrelated and assumptions about the culture of an organisation must be uncovered.…”

Section: Discussionmentioning

confidence: 99%

Knowledge Management and Value Creation in a Third Sector Organisation

Guldberg

Mackness²,

Makriyannis

et al. 2013

Knowl Process Manag

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This paper reports on a case study of a collaborative research project, in which researchers worked with key individuals in a third sector organisation to identify how the organisation might move forward to accelerate its learning capability. The research used the value creation framework of Wenger, Trayner and de Laat as a diagnostic tool for assessing where change is needed in building and sustaining knowledge frameworks in the organisation; we used Nonaka and Takeuchi's socialisation, externalisation, combination and internalisation framework to capture the tacit and explicit knowledge sharing processes in the organisation, and we used Wenger's concepts of horizontal, vertical and transversal to examine levels of accountability. Findings highlighted that by combining a top‐down strategy with harnessing the knowledge of practitioners, the ‘executive sponsorship’ of the Senior Management Team is in a position to move Scottish Autism forward as a learning organisation by nurturing further opportunities for sharing knowledge across the organisation in a way that harnesses the enthusiasm and initiative of staff. Copyright © 2013 John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 99%

Knowledge Management and Value Creation in a Third Sector Organisation

Guldberg

Mackness²,

Makriyannis

et al. 2013

Knowl Process Manag

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“…The early literature highlights the need for libraries to adopt this approach to survive in a changing environment. The early theorists established basic theoretical principles, together with recommendations on how to apply these in a university library context (Worrell, 1995;Rowley, 1997;Fowler, 1998). Whilst the concept became more widely known, the focus of the literature remained in identifying and discussing its characteristics, together with an examination of strategies or approaches for developing libraries into learning organisations.…”

Section: Investigating a Learning Organisationmentioning

confidence: 99%

Approaches for investigating university libraries as learning organisations

Limwichitr

Broady-Preston²,

Ellis³

2018

LIR

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This paper presents research approaches for investigating the development of university libraries into learning organisations, using Thailand as a case study. Whilst the concept of the learning organisation has been in existence since 1970s, it remains problematic. Current debate centres on the lack of an agreed definition of the concept coupled with difficulties in implementing and measuring the extent to which organisations become transformed into learning organisations. These three main strands of debate are examined holistically in the study. Several studies employ a positivist perspective. This research adopts an interpretivist perspective to investigate the issues, given the need to investigate the extent of a shared understanding of the concept within university libraries, together with management practices, problems and a rationale for the development of learning organisations. This is a qualitative study, employing document analysis, semi-structured interviews, and observation. Triangulation was used to corroborate data derived from the multiple methods and increase validity and credibility of the research findings.

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“…Watkins and Marsick (1993) mendefiniskan learning organization sebagai pembelajaran berkelanjutan dan proses transformasi. Worrell (1995) menjelaskan learning organization sebagai kultur organisasi melalui mana pengembangan diri individu menjadi yang utama dan tujuan serta visi organisasi dipahami dan didukung oleh semua anggota organisasi. Dalam kerangka pikir ini, aplikasi berpikir system (systems thinking) memungkinkan anggota melihat bagaimana organisasi bekerja, membuat rencana dan bekerja sama secara terbuka, dalam tim, untuk mencapai rencana.…”

Section: Kesediaan Organisasi Untuk Berubah (Readiness For Change Orgunclassified

Learning Organization Sebagai Prediktor Kesiapan Berubah Organisasi

Junita¹,

Hermansyur²

2014

Journal of Accounting and Business Dynamics

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As a public service organization, health center changes required to provide quality health services to the community better. One of the factors that affect the formation of organizational readiness for change is a learning organization. Ideally a learning organization can be a learning facility for its members on an ongoing basis and may direct the member to keep the environment abreast. The transform research is performed to assess whether the health center in the city of Medan has been transformed into a learning organization and how it affects the formation of learning organization change readiness of the organization. This research was the study of causality. Location of the study conducted in 13 health centers Inpatient scattered in the district in the city and sample Medan. Population of health workers in health centers is as much as 195 respondents. Data sourced from primary data and were collected using a questionnaire. The analysis technique used is regression technique. The research proves that the health center in the city of Medan has become a form of organizational learning organizations that do good, so too has the readiness to turn into public service organizations in the health sector in accordance with the demands of the times. Dimensions of organizational learning simultaneously changed significantly influence organizational readiness; with dimensions connecting the organization to its environment is the most dominant influence in shaping the organization's readiness for change.

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The learning organization: Management theory for the information age or new age fad?

Cited by 21 publications

References 4 publications

Knowledge Management and Value Creation in a Third Sector Organisation

Knowledge Management and Value Creation in a Third Sector Organisation

Approaches for investigating university libraries as learning organisations

Learning Organization Sebagai Prediktor Kesiapan Berubah Organisasi

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