This article provides experiential based insights into the process of organizational transformation, changing not only the organization’s structure and practice but also the thinking and quality of interaction among the people who compose it. It traces the two‐year change process undertaken...

New paradigms in science and in management are recognizing that consciousness pervades the evolving order of the natural world and is the essential foundation for organizational transformation. We describe seven properties of a consciousness‐based organization: efficiency on a par with...

Although organizational learning is often defined as the result of many individuals learning generatively in an organizational context, the argument is made that such learning is de facto coercive persuasion. Generative learning by the individual requires free choice of exit if and when...

The concept of organizational learning has taken its prominence in the past several decades as a way to achieve competitive advantage. Companies are urged to become “learning organizations” to develop their learning capability for survival and maintaining competitiveness. However, very few...

Organizational learning has received widespread attention in research yet few empirical studies exist. This study analyzed the constructs of exploration and exploitation in the acquisition process within the hospitality industry. Turnover and previous performance were found to affect the choice...

Reflects on the development of the concept of a learning organisation as a tool for business success. Argues that, unlike many management ideas, organisational learning is not a “fad” but is increasingly accepted as a vital strategy for organisational survival and development in a...

A change is occurring in how people think about who in the organization has credible and valuable knowledge that the organization can use to solve its difficult problems. This shift is a movement away from the idea that knowledge is found only in a select group of experts or “best”...