Search Results - isPartOf:"Learning Organization"

Learning dialogically: the art of chaos‐informed transformation

van Eijnatten, Frans M.; van Galen, Maarten C.; … - In: The Learning Organization 10 (2003) 6, pp. 361-367

A decision to don the chaos lens, adopt dialogue as its primary mode of communication, and to recognize the power of the organizational mind has fundamentally and irreversibly changed the way a Dutch capital‐equipment manufacturer operates in its rapidly complexifying global marketplace....

Persistent link: https://www.econbiz.de/10015030130

Foundations for a learning organization: organization learning mechanisms

Armstrong, Anona; Foley, Patrick - In: The Learning Organization 10 (2003) 2, pp. 74-82

a learning organization, how organizations learn, and how to develop a learning organization. The objective of the … present study was to identify the components that underpin the development and operation of a learning organization, i.e. the … foundations, or organizational learning mechanisms, that support the development and maintenance of a learning organization. The …

Persistent link: https://www.econbiz.de/10015030306

A four‐level learning organisation benchmark implementation model

Phillips, Bryan T. - In: The Learning Organization 10 (2003) 2, pp. 98-105

Reveals that research using a new learning organisation benchmarking implementation model has found that Australian organisations are increasingly committed to adopting, and implementing, learning organisation principles. Discusses the debate over individual and organisational learning. Outlines...

Persistent link: https://www.econbiz.de/10015030307

Preparing for organisational learning by HK infrastructure project joint ventures organisations

Walker, Derek H.T.; Johannes, Derick S. - In: The Learning Organization 10 (2003) 2, pp. 106-117

Organisations often collaboratively seek ways such as partnerships, alliances and joint venture (JVs), to bridge gaps in their knowledge and capacity to provide goods or services. Infrastructure projects in Hong Kong often require clusters of resources, knowledge, skills and capabilities that...

Persistent link: https://www.econbiz.de/10015030308

A critical appraisal of the performance of Royal Dutch Shell as a learning organisation in the 1990s

Boyle, Emily - In: The Learning Organization 9 (2002) 1, pp. 6-18

Since the late 1980s, learning organisations have been deemed to have a number of advantages over non‐learning ones. One organisation that has been identified as “a premiere learning organisation”, is Royal Dutch Shell (RDS). Despite this, in 1998 its results were the worst in its history....

Persistent link: https://www.econbiz.de/10015030084

A firm’s assets as a foundation for strategy. Learning and the grounds to success

Nieto, Mariano; Pérez, Waldo - In: The Learning Organization 9 (2002) 1, pp. 19-28

Firm assets are the most important element in strategy formulation and implementation. A company’s grounds to success can be found here. However, not all are equally important. Some will be considered strategic and others ordinary, depending on how influential they are when it comes to...

Persistent link: https://www.econbiz.de/10015030085

The role of climate and socialization in developing interfunctional coordination

Ross Wooldridge, Barbara; Minsky, Barbara D. - In: The Learning Organization 9 (2002) 1, pp. 29-38

Interfunctional coordination may be of primary importance to a firm developing a sustainable competitive advantage. This paper suggests that climate and socialization processes facilitate the development of interfunctional coordination, and thus its impact on firm performance. By merging the...

Persistent link: https://www.econbiz.de/10015030086

Creating an organizational space for learning

Englehardt, Charles S.; Simmons, Peter R. - In: The Learning Organization 9 (2002) 1, pp. 39-47

Individual and group development is an essential element of achieving competitive advantage through people. The building and transfer of knowledge is widely discussed in the literature with respect to explicit knowledge, and some authors have gone on to address environments for learning and even...

Persistent link: https://www.econbiz.de/10015030087

Inquiring into organizational “energy”: a consultancy example

Tosey, Paul; Llewellyn, Catherine - In: The Learning Organization 9 (2002) 2, pp. 54-64

This article presents an application in organizational consulting of a model that utilises the concept of “energy”. This model has its roots in an ancient framework, the chakra system. The approach is emergent, and to date has proved insightful for managers and others in settings such as...

Persistent link: https://www.econbiz.de/10015030088

Dynamic learning capability and actionable knowledge creation: clinical R&D in a pharmaceutical company

Ingelgård, Anders; Roth, Jonas; Styhre, Alexander; … - In: The Learning Organization 9 (2002) 2, pp. 65-77

This article explores the use of organizational learning mechanisms to create actionable knowledge in a pharmaceutical company. An action research based approach was used to explore the nature and issues associated with fostering the dynamic learning capability within the firm. The results...

Persistent link: https://www.econbiz.de/10015030089