Abstract
In a continuously changing external environment the learning organization can provide a competitive advantage. However, the concept has been largely criticized for lack of conceptual clarity and operational imprecision. This has strongly undermined the possibility for development of learning organization models. The aim of this paper is to identify the generative mechanism of the learning organization by applying pattern-oriented modelling. This is achieved through development of a learning organization conceptual model that contains learning as a central domain supported by an additional 10 domains organized into four pillars: direction (vision and strategy), infrastructure (structure, technology and processes), informal (culture, power, politics) and change (leadership and change). Through development of patterns for each domain of the model, the Learning Levels and the relation ‘transcend and embed’ were identified as generative mechanisms of the learning organization.
Similar content being viewed by others
References
Argyris C (1999) On Organizational Learning, 2nd edn, Wiley-Blackwell, UK.
Bennett JK and O’Brien MJ (1994) The building blocks of the learning organization. Training 31 (6), 41.
Blackman D and Henderson S (2005) Why learning organisations do not transform. The Learning Organization 12 (1), 42–56.
Cavaleri SA (2008) Are learning organizations pragmatic? The Learning Organization 15 (6), 474–485.
Clegg SR, Kornberger M and Rhodes C (2005) Learning/becoming/organizing. Organization 12 (2), 147–167.
Coopey J (1995) The learning organization, power, politics and ideology introduction. Management Learning 26 (2), 193–213.
Coopey J and Burgoyne J (2000) Politics and organizational learning. Journal of Management Studies 37 (6), 869–886.
Cummings TG and Worley CG (2005) Organization Development and Change. Thomson/South-Western, USA.
Davenport TH (1993) Process Innovation: Reengineering Work Through Information Technology. Harvard Business School Press, Boston, MA.
Davis D and Daley BJ (2008) The learning organization and its dimensions as key factors in firms’ performance. Human Resource Development International 11 (1), 51–66.
Dervitsiotis KN (1998) The challenge of managing organizational change: exploring the relationship of re-engineering, developing learning organizations and total quality management. Total Quality Management 9 (1), 109–122.
DiBella AJ (1995) Developing learning organizations: a matter of perspective. Academy of Management Journal (best papers proceedings) 38 (Special Issue), 287–290.
DiBella AJ and Nevis EC (1998) How Organizations Learn: An Integrated Strategy for Building Learning Capability. Jossey-Bass, San Francisco, CA.
Dodgson M (1993) Organizational learning: a review of some literatures. Organization Studies 14 (3), 375–394.
Easterby-Smith M, Araujo L and Burgoyne J (1999) Organizational Learning and the Learning Organization: Developments in Theory and Practice, 1st edn, Sage Publications, London, UK.
Farrell MA (2000) Developing a market-oriented learning organisation. Australian Journal of Management 25 (2), 201–222.
Garratt B (1987) The Learning Organization. Fontana Press, London, UK.
Garvin DA (2000) Learning in Action: A Guide to Putting the Learning Organization to Work. Harvard Business Press, Boston, MA.
Giesecke J and McNeil B (2004) Transitioning to the learning organization. Library Trends 53 (1), 54.
Goh S (1998) Toward a learning organization: the strategic building blocks. SAM Advanced Management Journal 63 (2), 15–22.
Gould N (2000) Becoming a learning organisation: a social work example. Social Work Education 19 (6), 585–596.
Grieves J (2008) Why we should abandon the idea of the learning organization. The Learning Organization 15 (6), 463–473.
Grimm V and Railsback SF (2012) Pattern-oriented modelling: a ‘multi-scope’ for predictive systems ecology. Philosophical Transactions of the Royal Society B: Biological Sciences 367 (1586), 298–310.
Grimm V et al (2005) Pattern-oriented modeling of agent-based complex systems: lessons from ecology. Science 310 (5750), 987–991.
Guns B (1998) The Faster Learning Organization, 1st edn, Jossey-Bass, San Francisco, CA.
Hay DC (2011) Enterprise Model Patterns Describing the World: UML Version. Technics Publications, Bradley Beach, NJ.
Hitt WD (1996) The learning organization: some reflections on organizational renewal. Employee Counselling Today 8 (7), 16.
Huysman M (1999) Balancing biases: a critical review of the literature on organizational learning. in: Organizational Learning and the Learning Organization: Developments in Theory and Practice. Sage Publications, London, UK pp. 59–74.
James CR (2003) Designing learning organizations. Organizational Dynamics 32 (1), 46–61.
Johnson JR (2002) Leading the learning organization: portrait of four leaders. Leadership & Organization Development Journal 23 (5/6), 241–249.
Karp T (2006) Transforming organisations for organic growth: the DNA of change leadership. Journal of Change Management 6 (1), 3–20.
Kim D (1993) The link between individual and organizational learning. Sloan Management Review 35 (1), 37–50.
Kofman F and Senge PM (1993) Communities of commitment: the heart of learning organizations. Organizational Dynamics 22 (2), 5–23.
Lundberg CC (1995) Learning in and by organizations: three conceptual issues. International Journal of Organizational Analysis 3 (1), 10–23.
Luthans F, Rubach MJ and Marsnik P (1995) Going beyond total quality: the characteristics, techniques, and measures of learning organizations. International Journal of Organizational Analysis 3 (1), 24–44.
Marks HM and Louis KS (1999) Teacher empowerment and the capacity for organizational learning. Educational Administration Quarterly 35 (5), 707–750.
Marquardt MJ and Reynolds A (1994) The Global Learning Organization: Gaining Competitive Advantage Through Continuous Learning, 1st edn, McGraw-Hill, Burr Ridge, IL.
McGill ME, Slocum JW and Lei D (1992) Management practices in learning organizations. Organizational Dynamics 21 (1), 5–17.
Nonaka I (1991) The knowledge-creating company. Harvard Business Review 69 (6), 96–104.
Nonaka I (1994) A dynamic theory of organizational knowledge creation. Organization Science 5 (1), 14–37.
Örtenblad A (2004) The learning organization: towards an integrated model. The Learning Organization 11 (2), 129–144.
Pedler M, Burgoyne J and Boydell T (1991) The Learning Company: A Strategy for Sustainable Development, 1st edn, Mcgraw-Hill.
Pfeffer J (1992) Understanding power in organizations. California Management Review 34 (2), 29–50.
Porter ME (1996) What is strategy? Harvard Business Review 74 (6), 61–78.
Ragins BR and Sundstrom E (1989) Gender and power in organizations: a longitudinal perspective. Psychological Bulletin 105 (1), 51–88.
Senge PM (1990) The Fifth Discipline: The Art and Practice of the Learning Organization, 1st edn, Doubleday Business, USA.
Slater SF and Narver JC (1995) Market orientation and the learning organization. The Journal of Marketing 59 (3), 63–74.
Stacey R (2003) Learning as an activity of interdependent people. The Learning Organization 10 (6), 325–331.
Swieringa J and Wierdsma A (1992) Becoming a Learning Organization: Beyond the Learning Curve. Longman Group, London, UK.
Teas RK and Palan KM (1997) The realms of scientific meaning framework for constructing theoretically meaningful nominal definitions of marketing concepts. The Journal of Marketing 61 (2), 52–67.
The Boston Consulting Group (2008) Creating People Advantage: How to Address HR Challenges Worldwide Through 2015. The Boston Consulting Group, Boston, MA.
The Boston Consulting Group (2010) Creating People Advantage 2010: How Companies Can Adapt Their HR Practices for Volatile Times. The Boston Consulting Group, Boston, MA..
Thomas K and Allen S (2006) The learning organisation: a meta-analysis of themes in literature. The Learning Organization 13 (2), 123–139.
Torraco RJ (2005) Writing integrative literature reviews: guidelines and examples. Human Resource Development Review 4 (3), 356–367.
Tsang EWK (1997) Organizational learning and the learning organization: a dichotomy between descriptive and prescriptive research. Human relations 50 (1), 73–89.
Wacker JG (2004) A theory of formal conceptual definitions: developing theory-building measurement instruments. Journal of Operations Management 22 (6), 629–650.
Watkins KE and Marsick VJ (1993) Sculpting the Learning Organization: Lessons in the Art and Science of Systemic Change, 1st edn, Jossey-Bass, San Francisco, CA.
Weick KE (1979) The Social Psychology of Organizing. McGraw-Hill, New York.
Weick KE and Quinn RE (1999) Organizational change and development. Annual Review of Psychology 50 (1), 361–386.
Whittemore R and Knafl K (2005) The integrative review: updated methodology. Journal of Advanced Nursing 52 (5), 546–553.
Wick CW and Leon LS (1995) From ideas to action: creating a learning organization. Human Resource Management 34 (2), 299.
Yang B, Watkins KE and Marsick VJ (2004) The construct of the learning organization: dimensions, measurement, and validation. Human Resource Development Quarterly 15 (1), 31–55.
Author information
Authors and Affiliations
Corresponding author
Appendices
Appendix A
-
1
Abdullah NL and Salleh AL (2011) To continue prospecting: performance implications of combinative capabilities and explorative learning. Procedia – Social and Behavioral Sciences 24(0), 1107–1123.
-
2
Alas R (2009) The impact of work-related values on the readiness to change in Estonian organizations. Journal of Business Ethics 86(2), 113–124.
-
3
Ali AK (2012) Academic staff’s perceptions of characteristics of learning organization in a higher learning institution. The International Journal of Educational Management 26(1), 55.
-
4
Baas L (2007) To make zero emissions technologies and strategies become a reality, the lessons learned of cleaner production dissemination have to be known. Journal of Cleaner Production 15(13–14), 1205–1216.
-
5
Baldwin M (2008) Promoting and managing innovation. Qualitative Social Work 7(3), 330–348.
-
6
Barach P and Small S D (2000) How the NHS can improve safety and learning: by learning free lessons from near misses. BMJ: British Medical Journal 320(7251), 1683–1684.
-
7
Belet D (2007) Are ‘high potential’ executives capable of building learning-oriented organisations? Journal of Workplace Learning 19(7), 465.
-
8
Berwick DM (2002) A learning world for the global fund: decentralisation and a coordinated programme for learning is the way forward. BMJ: British Medical Journal 325(7355), 55–56.
-
9
Cheng C (2009) A study of the current learning organization profile to elementary schools at pingtung county, Taiwan. Journal of American Academy of Business, Cambridge 15(1), 183.
-
10
Clarke M and Butcher D (2006) Reconciling hierarchy and democracy. Management Learning 37(3), 313–333.
-
11
Clegg SR, Kornberger M and Rhodes C (2005) Learning/becoming/organizing. Organization 12(2), 147–167.
-
12
Dangerfield BC and Roberts CA (2000) A strategic evaluation of capacity retirements in the steel industry. The Journal of the Operational Research Society 51(1), 53–60.
-
13
Daniels S (1994) The learning organization. Work Study 43(8), 5.
-
14
Deem R and Brehony KJ (2005) Management as ideology: the case of ‘new managerialism’ in higher education. Oxford Review of Education 31(2), 217–235.
-
15
Deering J (2010) Attitudes and beliefs of trainee probation officers: a ‘new breed’? Probation Journal 57(1), 9–26.
-
16
Dierolf TS, et al (2002) Heifer international: growing a learning organisation. Development in Practice 12(3/4), 436–448.
-
17
Drejer A and Riis JO (1999) Competence development and technology: how learning and technology can be meaningfully integrated. Technovation 19(10), 631–644.
-
18
Drew SAW and Smith PAC (1995) The learning organization: ‘change proofing’ and strategy. The Learning Organization 2(1), 4–14.
-
19
Dunkin R (1999) Teaching and learning reinvigorated: a case study. Tertiary Education and Management 5(4), 357–370.
-
20
Ehrich LC and Hansford B (1999) Mentoring: pros and cons for HRM. Asia Pacific Journal of Human Resources 37(3), 92–107.
-
21
Ellinger AD et al (2002) The relationship between the learning organization concept and firms’ financial performance: an empirical assessment. Human Resource Development Quarterly 13(1), 5.
-
22
Evans S (1998) Revisiting the learning organisation. Work Study 47(6), 201.
-
23
Farrell MA (2000) Developing a market‐oriented learning organisation. Australian Journal of Management 25(2), 201–222.
-
24
García-Morales VJ, Lloréns-Montes FJ and Verdú-Jover AJ (2007) Influence of personal mastery on organizational performance through organizational learning and innovation in large firms and SMEs. Technovation 27(9), 547–568.
-
25
Garrido P (2009) Business sustainability and collective intelligence. The Learning Organization 16(3), 208.
-
26
Gero J and Fujii H (2000) A computational framework for concept formation for a situated design agent. Knowledge-Based Systems 13(6), 361–368.
-
27
Giles C and Hargreaves A (2006) The sustainability of innovative schools as learning organizations and professional learning communities during standardized reform. Educational Administration Quarterly 42(1), 124.
-
28
Gilliot D, Overlaet B and Verdin P (2002) Managing academic personnel flow at universities. Tertiary Education and Management 8(4), 277–295.
-
29
Gómez C (2004) The influence of environmental, organizational, and HRM factors on employee behaviors in subsidiaries: a Mexican case study of organizational learning. Journal of World Business 39(1), 1–11.
-
30
Gorelick C (2005) Organizational learning vs the learning organization: a conversation with a practitioner. The Learning Organization 12(4), 383.
-
31
Graves S (2011) Performance or enactment? The role of the higher level teaching assistant in a remodelled school workforce in England. Management in Education 25(1), 15–20.
-
32
Hafeez K and Abdelmeguid H (2003) Dynamics of human resource and knowledge management. The Journal of the Operational Research Society 54(2), 153–164.
-
33
Hales C (2000) Management and empowerment programmes. Work, Employment & Society 14(3), 501–519.
-
34
Hartley D (2010) Paradigms: how far does research in distributed leadership ‘stretch’? Educational Management Administration & Leadership 38(3), 271–285.
-
35
Hays JM and Hill AV (2001) A preliminary investigation of the relationships between employee motivation/vision, service learning, and perceived service quality. Journal of Operations Management 19(3), 335–349.
-
36
Heraty N (2004) Towards an architecture of organization-led learning. Human Resource Management Review 14(4), 449–472.
-
37
Hirschhorn L, Noble P and Rankin T (2001) Sociotechnical systems in an age of mass customization. Journal of Engineering and Technology Management 18(3–4), 241–252.
-
38
Hitt WD (1995) The learning organization: some reflections on organizational renewal. Leadership & Organization Development Journal 16(8), 17–25.
-
39
Hodgkinson M and Brown G (2003) Enhancing the quality of education: a case study and some emerging principles. Higher Education 45(3), 337–352.
-
40
Hung D et al (2009) The social practice of learning: a craft for the 21st century. Asia Pacific Education Review 10(2), 205–214.
-
41
Iliopoulos E and Priporas C-V (2011) The effect of internal marketing on job satisfaction in health services: a pilot study in public hospitals in Northern Greece. BMC Health Services Research 11(1), 1–8.
-
42
Irani Z, Sharif AM and Love PED (2009) Mapping knowledge management and organizational learning in support of organizational memory. International Journal of Production Economics 122(1), 200–215.
-
43
Jashapara A (1993) The competitive learning organization: a quest for the Holy. Management Decision 31(8), 52.
-
44
Karsten S, Voncken E and Voorthuis M (2000) Dutch primary schools and the concept of the learning organization. The Learning Organization 7(3), 145.
-
45
Kharbanda VP (2002) Learning organisations: the process of innovation and technological change. AI & Society 16(1), 89–99.
-
46
King W R (2001) Strategies for creating a learning organization. Information Systems Management 18(1), 12.
-
47
Kothari A et al (2011) Lessons from the business sector for successful knowledge management in health care: a systematic review. BMC Health Services Research 11(1), 1–11.
-
48
Lengnick-Hall CA (1992) Strategic configurations and designs for corporate entrepreneurship: exploring the relationship between cohesiveness and performance. Journal of Engineering and Technology Management 9(2), 127–154.
-
49
Liao S-H, Chang W-J and Wu C-C (2010) An integrated model for learning organization with strategic view: benchmarking in the knowledge-intensive industry. Expert Systems with Applications 37(5), 3792–3798.
-
50
Lundberg K (2011) A systems thinking approach to environmental follow-up in a Swedish central public authority: hindrances and possibilities for learning from experience. Environmental Management 48(1), 123–133.
-
51
Mason DH (1994) Scenario-based planning: decision model for the learning organization. Strategy & Leadership 22(2), 6–11.
-
52
Meppem T and Gill R (1998) Planning for sustainability as a learning concept. Ecological Economics 26(2), 121–137.
-
53
Moloi KC, Gravett SJ and Petersen NF (2009) Globalization and its Impact on education with specific reference to education in South Africa. Educational Management Administration & Leadership 37(2), 278–297.
-
54
Muller J and Watts D (1993) Modelling and muddling: the long route to new organisations. European Management Journal 11(3), 361–366.
-
55
Murray K, et al (2011) Absorptive capacity as a guiding concept for effective public sector management and conservation of freshwater ecosystems. Environmental Management 47(5), 917–925.
-
56
Ortenblad A (2001) On differences between organizational learning and learning organization. The Learning Organization 8(3/4), 125.
-
57
Padaki V (2002) Making the organisation learn: demystification and management action. Development in Practice 12(3/4), 321–337.
-
58
Pettersson B (2007) Transforming Ottawa Charter health promotion concepts into Swedish public health policy. Promotion & Education 14(4), 244–249.
-
59
Pinxten W et al (2011) IMPACT-bandung: a learning organization approach to build HIV prevention and care in Indonesia. Procedia – Social and Behavioral Sciences 15(0), 623–627.
-
60
Porter F and Smyth I (1998) Gender training for development practitioners: only a partial solution. Gender and Development 6(2), 59–64.
-
61
Raidén AB and Dainty ARJ (2006) Human resource development in construction organisations: an example of a ‘chaordic’ learning organisation? The Learning Organization 13(1), 63.
-
62
Revuelta R (2004) Operational experience feedback in the world association of nuclear operators (WANO). Journal of Hazardous Materials 111(1–3), 67–71.
-
63
Rowan J and Taylor PR (2003) Leading the autonomous school. Management in Education 17(1), 17–19.
-
64
Senge P (1992) Building learning organizations. The Journal for Quality and Participation 15(2), 30.
-
65
Sinha JBP, Mamkoottam K and Verma YV (2001) Case analyses. Indian Journal of Industrial Relations 36(3), 376–380.
-
66
Skok W and Wardley R (1997) Development of consultancy skills for future IT professionals via group working. AI & Society 11(1), 231–246.
-
67
Smallman C (1999) Knowledge management as risk management: a need for open governance? Risk Management 1(4), 7–20.
-
68
Snell RS (2001) Moral foundations of the learning organization. Human Relations 54(3), 319–342.
-
69
Song J and Chermack T (2008) Assessing the psychometric properties of the dimensions of the learning organization questionnaire in the korean business context. International Journal of Training & Development 12(2), 87.
-
70
Spector JM and Davidsen PI (2006) How can organizational learning be modeled and measured? Evaluation and Program Planning 29(1), 63–69.
-
71
Stegall MS (2003) Running like a bottled tornado. Quality Progress 36(1), 45.
-
72
Stewart D (2001) Reinterpreting the learning organisation. The Learning Organization 8(3/4), 141.
-
73
Strang KD (2010) Comparing learning and knowledge management theories in an Australian telecommunications practice. Asian Journal of Management Cases 7(1), 33–54.
-
74
Thomas K and Allen S (2006) The learning organisation: a meta-analysis of themes in literature. The Learning Organization 13(2/3), 123.
-
75
Torres RT (1994) Concluding remarks: evaluation and learning organizations: where do we go from here? Evaluation and Program Planning 17(3), 339–340.
-
76
Turnbull J and Muir EJ (1999) Embracing diversity: learning and teaching for active citizenship. Improving Schools 2(3), 44–47.
-
77
Ursic D et al (2006) System-organisational aspect of a learning organisation in companies. Systemic Practice and Action Research 19(1), 81–99.
-
78
Vanstone M and Seymour B (1986) Probation service objectives and the neglected ingredients. Probation Journal 33(2), 43–48.
-
79
Walker E and Webster B (2006) Management competencies of women business owners. International Entrepreneurship and Management Journal 2(4), 495–508.
-
80
Williams D, Hall T and Kennedy M (1999) A framework for improving the requirements engineering process management. Software Quality Journal 8(2), 133–147.
-
81
Yang T-M and Maxwell TA (2011) Information-sharing in public organizations: a literature review of interpersonal, intra-organizational and inter-organizational success factors. Government Information Quarterly 28(2), 164–175.
-
82
Zhu Y, Nel P and Bhat R (2006) A cross cultural study of communication strategies for building business relationships. International Journal of Cross Cultural Management 6(3), 319–341.
-
83
Žorga S (2002) Professional supervision as a mean of learning and development of counselors. International Journal for the Advancement of Counselling 24(4), 261–274.
Appendix B
-
1
Barlow J and Jashapara A (1998) Organisational learning and inter-firm ‘partnering’ in the UK construction industry. The Learning Organization 5(2), 86–98.
-
2
Bawden R and Zuber-Skerritt O (2002) The concept of process management. The Learning Organization 9(3), 132–139.
-
3
Blackman D, Connelly J and Henderson S (2004) Does double loop learning create reliable knowledge? The Learning Organization 11(1), 11–27.
-
4
Bochman DJ and Kroth M (2010) Immunity to transformational learning and change. The Learning Organization 17(4), 328–342.
-
5
Browaeys M-J and Baets W (2003) Cultural complexity: a new epistemological perspective. The Learning Organization 10(6), 332–339.
-
6
Cash M (1997) Stories within a story: parables from ‘the new zealand experiment’. The Learning Organization 4(4), 159–167.
-
7
Cegarra-Navarro JG and Dewhurst FW (2006) Linking shared organisational context and relational capital through unlearning: an initial empirical investigation in SMEs. The Learning Organization 13(1), 49–62.
-
8
Coakes E (2006) Storing and sharing knowledge: supporting the management of knowledge made explicit in transnational organisations. The Learning Organization 13(6), 579–593.
-
9
Corbett B and Kenny B (2001) Appraisal and learning in a government agency. The Learning Organization 8(1), 21–35.
-
10
Curado C (2006) Organisational learning and organisational design. The Learning Organization 13(1), 25–48.
-
11
Eliufoo H (2008) Knowledge creation in construction organisations: a case approach. The Learning Organization 15(4), 309–325.
-
12
Elkin G, Cone MH and Liao J (Jim) (2009) Chinese pragmatism and the learning organisation. The Learning Organization 16(1), 69–83.
-
13
Filstad C and Gottschalk P (2011) Becoming a learning organization: the espoused values of police managers from two Norwegian districts. The Learning Organization 18(6), 486–500.
-
14
Garavan T (1997) The learning organization: a review and evaluation. The Learning Organization 4(1), 18–29.
-
15
Gerber R (1998) How do workers learn in their work? The Learning Organization 5(4), 168–175.
-
16
Gibbs PT and Morris AF (2001) The accreditation of work experience: whose interests are served? The Learning Organization 8(2), 82–89.
-
17
Grieves J (2000) Navigating change into the new millennium: themes and issues for the learning organization. The Learning Organization 7(2), 54–74.
-
18
Guastavi A and Oxtoby B (1998) Model for change and learning (one example of a member of the UN family creating its own process by using the experience of its own people). The Learning Organization 5(2), 83–85.
-
19
Hall WP (2005) Biological nature of knowledge in the learning organisation. The Learning Organization 12(2), 169–188.
-
20
Harris L (2002) The learning organisation – myth or reality? Examples from the UK retail banking industry. The Learning Organization 9(2), 78–88.
-
21
Hill R et al (1998) Learning about learning organisations: case studies of skill formation in five New Zealand organisations. The Learning Organization 5(4), 184–192.
-
22
Hodgkinson M (2002) A shared strategic vision: dream or reality? The Learning Organization 9(2), 89–95.
-
23
Ikehara HT (1999) Implications of gestalt theory and practice for the learning organisation. The Learning Organization 6(2), 63–69.
-
24
Ingelgård A et al (2002) Dynamic learning capability and actionable knowledge creation: clinical R&D in a pharmaceutical company. The Learning Organization 9(2), 65–77.
-
25
Junco JGD, Zaballa RDR and Perea JGÁ de (2010) Evidence-based administration for decision making in the framework of knowledge strategic management. The Learning Organization 17(4), 343–363.
-
26
Karsten S, Voncken E and Voorthuis M (2000) Dutch primary schools and the concept of the learning organization. The Learning Organization 7(3), 145–156.
-
27
Kupers W (2008) Embodied ‘inter-learning’ – an integral phenomenology of learning in and by organizations. The Learning Organization 15(5), 388–408.
-
28
Limerick D, Passfield R and Cunnington B (1994) Transformational change: towards an action learning organization. The Learning Organization 1(2), 29–40.
-
29
Maqsood T, Finegan A and Walker D (2006) Applying project histories and project learning through knowledge management in an Australian construction company. The Learning Organization 13(1), 80–95.
-
30
Maqsood T, Walker D and Finegan A (2007) Extending the ‘knowledge advantage’: creating learning chains. The Learning Organization 14(2), 123–141.
-
31
Massey C and Hurley E (2001) New Zealand dairy farmers as organisational learners. The Learning Organization 8(4), 169–175.
-
32
Minati G (2007) Some new theoretical issues in systems thinking relevant for modelling corporate learning. The Learning Organization 14(6), 480–488.
-
33
Moilanen R (2005) Diagnosing and measuring learning organizations. The Learning Organization 12(1), 71–89.
-
34
Moilanen R (2001) Diagnostic tools for learning organizations. The Learning Organization 8(1), 6–20.
-
35
Ng PT (2009) Examining the use of new science metaphors in the learning organisation. The Learning Organization 16(2), 168–180.
-
36
Örtenblad A (2001) On differences between organizational learning and learning organization. The Learning Organization 8(3), 125–133.
-
37
Örtenblad A (2007) Senge’s many faces: problem or opportunity? The Learning Organization 14(2), 108–122.
-
38
Passfield R (2002) Creating innovation and synergy through a parallel action learning structure. The Learning Organization 9(4), 150–158.
-
39
Patterson G (1999) The learning university. The Learning Organization 6(1), 9–17.
-
40
Pemberton JD and Stonehouse GH (2000) Organisational learning and knowledge assets – an essential partnership. The Learning Organization 7(4), 184–194.
-
41
Penn DW et al (1998) Learning in smaller organisations. The Learning Organization 5(3), 128–137.
-
42
Richards D (2010) Playing the party game: musical careers. The Learning Organization 17(2), 124–132.
-
43
Rowley J and Gibbs P (2008) From learning organization to practically wise organization. The Learning Organization 15(5), 356–372.
-
44
Small A and Irvine P (2006) Towards a framework for organizational learning. The Learning Organization 13(3), 276–299.
-
45
Stacey R (2003) Learning as an activity of interdependent people. The Learning Organization 10(6), 325–331.
-
46
Thite M (2004) Strategic positioning of HRM in knowledge-based organizations. The Learning Organization 11(1), 28–44.
-
47
Thomas K and Allen S (2006) The learning organisation: a meta-analysis of themes in literature. The Learning Organization 13(2), 123–139.
-
48
Tosey P (2008) Once upon a time … tales of organisational learning. The Learning Organization 15(6), 454–462.
-
49
Tran V (1998) The role of the emotional climate in learning organisations. The Learning Organization 5(2), 99–103.
-
50
Vakola M and Rezgui Y (2000) Organisational learning and innovation in the construction industry. The Learning Organization 7(4), 174–184.
-
51
Woods G, Lantsheer C and Clark RE (1998) Focusing learning on customer service: an example from the public sector. The Learning Organization 5(2), 74–82.
-
52
Zairi M (1999) The learning organisation: results of a benchmarking study. The Learning Organization 6(2), 76–81.
-
53
Zuber-Skerritt O (1995) Developing a learning organization through management education by action learning. The Learning Organization 2(2), 36–46.
-
54
Zuber-Skerritt O (2002) The concept of action learning. The Learning Organization 9(3), 114–124.
Appendix C
Ali AK (2012) Academic staff’s perceptions of characteristics of learning organization in a higher learning institution. The International Journal of Educational Management 26(1), 55.
Argyris C (1990) Overcoming Organizational Defenses: Facilitating Organizational Learning, 1st edn, Prentice Hall.
Bennett JK and O’Brien MJ (1994) The building blocks of the learning organization. Training 31(6), 41.
Boydell T (1989) Management Self-Development: A Guide for Managers, Organisations and Institutions, 4th edn, International Labour Office.
Cheng C (2009) A study of the current learning organization profile to elementary schools at pingtung county, Taiwan. Journal of American Academy of Business, Cambridge 15(1), 183.
Dodgson M (1993) Organizational learning: a review of some literatures. Organization studies 14(3), 375.
Drew SAW and Smith PAC (1995) The learning organization: ‘change proofing’ and strategy. The Learning Organization 2(1), 4–14.
Evans S (1998) Revisiting the learning organisation. Work Study 47(6), 201.
Garvin DA (1993) Building a learning organization. Harvard business review 71, 78–78.
Garvin DA (2000) Learning in Action: A Guide to Putting the Learning Organization to Work, Harvard Business School Pr.
Gómez C (2004) The influence of environmental, organizational, and HRM factors on employee behaviors in subsidiaries: a Mexican case study of organizational learning. Journal of World Business 39(1), 1–11.
Grieves J (2000) Navigating change into the new millennium: themes and issues for the learning organization. The Learning Organization 7(2), 54–74.
Guastavi A and Oxtoby B (1998) Model for change and learning (one example of a member of the UN family creating its own process by using the experience of its own people). The Learning Organization 5(2), 83–85.
Hirschhorn L, Noble P and Rankin T (2001) Sociotechnical systems in an age of mass customization. Journal of Engineering and Technology Management 18(3–4), 241–252.
Hitt WD (1995) The learning organization: some reflections on organizational renewal. Leadership & Organization Development Journal 16(8), 17–25.
Jashapara A (1993) The competitive learning organization: a quest for the Holy. Management Decision 31(8), 52.
Jensen PE (2005) A contextual theory of learning and the learning organization. Knowledge and Process Management 12(1), 53–64.
King WR (2001) Strategies for creating a learning organization. Information Systems Management 18(1), 12.
Leonard-Barton D (1992) The Factory as a Learning Laboratory. Sloan Management Review 34(1), 23–38.
Lessem R (1991) Total Quality Learning: Building a Learning Organisation, Blackwell Pub.
Liao S-H, Chang W-J and Wu C-C (2010) An integrated model for learning organization with strategic view: benchmarking in the knowledge-intensive industry. Expert Systems with Applications 37(5), 3792–3798.
Mabey C and Salaman G (1995) Strategic Human Resource Management, Blackwell Business.
Ng PT (2004) The learning organisation and the innovative organisation. Human Systems Management 23(2), 93–100.
Nonaka I (1994) A Dynamic theory of organizational knowledge creation. Organization Science 5(1), 14–37.
Overmeer W (1997) Business integration in a learning organization: the role of management development. Journal of Management Development 16(4), 245–261.
Pedler M, Boydell T and Burgoyne J (1991) Learning Company: A Strategy for Sustainable Development Reissue, McGraw-Hill Publishing Co.
Pedler M, Boydell T and Burgoyne J (1989) Towards the learning company. Management Learning 20(1), 1–8.
Pedler M, Burgoyne J and Boydell T (1998) The Learning Company: A Strategy for Sustainable Development, 2nd edn, Mcgraw-Hill.
Pinxten W et al (2011) IMPACT-Bandung: a learning organization approach to build HIV prevention and care in Indonesia. Procedia – Social and Behavioral Sciences 15(0), 623–627.
Redding J (1997) Hardwiring the Learning Organization. Training and Development 51(8), 61–67.
Reynolds R and Ablett A (1998) Transforming the rhetoric of organisational learning to the reality of the learning organisation. The Learning Organization 5(1), 24–35.
Senge PM (1990) The Fifth Discipline: The Art and Practice of the Learning Organization, 1st edn, Doubleday Business.
Slater SF and Narver JC (1995) Market orientation and the learning organization. The Journal of Marketing 59(3), 63–74.
Stahl T et al (1993) The Learning Organisation: A Vision for Human Resource Development, Eurotecnet Technical Assistance Office.
Starkey K (1996) How Organizations Learn: A Critical Reader, 1st edn, Thomson Learning.
Stegall MS (2003) Running like a bottled tornado. Quality Progress 36(1), 45.
Thomas K and Allen S (2006) The learning organisation: a meta-analysis of themes in literature. The Learning Organization 13(2), 123–139.
Watkins KE and Marsick VJ (1992) Building the learning organisation: a new role for human resource developers. Studies in Continuing Education 14(2), 115–129.
Watkins KE and Marsick VJ (1993) Sculpting the Learning Organization: Lessons in the Art and Science of Systemic Change, 1st edn, Jossey-Bass, San Francisco, CA.
Watkins KE, Marsick VJ and Phillips JJ (1996) In Action: Creating the Learning Organization, 1st edn, Amer Society for Training & Development. Alexandria, VA.
Yang B, Watkins KE and Marsick VJ (2004) The construct of the learning organization: dimensions, measurement, and validation. Human Resource Development Quarterly 15(1), 31–55.
Rights and permissions
About this article
Cite this article
Santa, M., Nurcan, S. Learning organization modelling patterns. Knowl Manage Res Pract 14, 106–125 (2016). https://doi.org/10.1057/kmrp.2014.22
Received:
Revised:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1057/kmrp.2014.22