Identifying the competitive sword: learning to be cutting‐edge for organizational development

Purpose – The purpose of this paper is to discuss several organizational learning frameworks based on Peter Senge's “fifth discipline”. It further explains the antecedent conditions of learning and their relationship with performance outcomes. Design/methodology/approach – Lessons were primarily drawn from a case study of a Singapore manufacturing firm that had gone through a five‐year organizational learning strategic plan. Findings – Shared vision, flexible systems and team dynamics are key characteristics of organizational learning in which leadership is a crucial enabling agent. Contrary to general perception, systems development would be considered the most significant change brought about by organizational learning. Research limitations/implications – Organizational learning is not entirely driven by people, process and/or structure. In fact, the direction and degree of organizational learning are dependent on the strategic purpose of the organization. In addition, dialogue and reflection have been found to be the embedded unifiers that link the various facets of learning. Practical implications – Strategies on organizational learning implementation are based on organizational infrastructures and capacities with a focus on efficiency, effectiveness and transformation. Several immediate concerns are the eradication of learning impediments, improvement on work processes and institutionalization of learning as integral to work practices. Originality/value – Organizational learning is not simply a buzzword that resides in the minds of leaders. It can be successfully implemented with strong leadership and a shared vision. Most importantly, employees must be prepared for continuous changes and renewal.