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ERIC Number: EJ873233
Record Type: Journal
Publication Date: 2005
Pages: 15
Abstractor: As Provided
Reference Count: 0
ISBN: N/A
ISSN: ISSN-0969-6474
Why Learning Organisations Do Not Transform
Blackman, Deborah; Henderson, Steven
Learning Organization, v12 n1 p42-56 2005
Purpose: In this paper it is held that a transformational learning organisation could be clearly distinguished from non-learning organisations. This paper seeks to establish whether or not this is actually the case. Design/methodology/approach: Case studies were developed for two organisations considering themselves to be learning organisations (Company 2 and Company 4) and two that did not (Company 1 and Company 3). To establish the balance of the learning behaviours within the firms according to Shivistrava's typology, a questionnaire was used to elicit information about learning behaviours and activities, and general understanding about what such terms as knowledge, information and learning meant to individuals within the firms. Findings: The results of applying the Shrivastava model showed that most knowledge is action-oriented and incrementally developed, in that it is developed in order to achieve a certain goal. Certain events will lead to a perceived need for certain behaviours and the organisational procedures and policies will encourage actions. Originality/value: Shrivastava's typology outlines four perspectives of organisational learning: adaptation, developing knowledge of action-outcome relationships, assumption sharing, and institutionalised experience. These definitions imply that they will reflect different knowledge bases.
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Publication Type: Journal Articles; Reports - Research
Education Level: Adult Education
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A