Learning Continuum : An Approach for Sustainable Development]

Abstract In an environment of increased competition, mergers and acquisitions, rapid technological advances and significant societal changes, organisations have threat of being perished. Therefore, it is essential for organisations to transform to a stage where new innovations are achieved through knowledge acquisition and continual learning. The purpose of this paper is to give theoretical understanding of epistemological shift based on qualitative analysis of theory proposed by Argyris and Schon on Action Research, Ravens approach on Action Learning and Senge‘s conception of Learning Organisation. The paper highlights transition from individual learning (through cognition) to organisational level learning by explicating similarities and distinction based on strategies, structure and roles of action research, action learning and learning organisation. Paper further highlights the impact of such transformation on organisation. Apart from emphasizing the key aspects of learning in organisation the article also highlights the challenges in building and sustaining learning environment. It further intricate critical re-examination of Senge‘s theory of learning organization by highlighting idea of blending learning theories and actions. At the end, the paper deals with scanning certain traits that can help in assessing whether organisation is truly an authentic learning centric organisation and concludes by suggesting strategies that may encourage in creating learning ecosystem