The Learning Organization

Teresa Manuela Rebelo; Adelino Duarte Gomes

2008 The Learning Organization

doi: 10.1108/09696470810879556

Purpose – The purpose of this article is to analyse the evolution of the concepts of organizational learning and the learning organization and propose guidelines for the future.. Design/methodology/approach – The evolution of organizational learning and the learning organization is analysed in the light of the three‐stage model of the evolution of concepts developed by Reichers and Schneider in 1990. Findings – Based on the aforesaid model, the authors positioned these topics at the beginning of the second stage of evolution, a period characterised by evaluation and the attempt to add to the comprehension of concepts through empirical research and conceptual clarification. Faced with this finding, the authors argue that the development and consolidation of concepts is mainly a question of researchers' responsibility and suggest some key areas to guarantee their progress and their general acceptance in the future. Originality/value – The use of a concept's life cycle stage model as a framework to analyse evolution of the concepts of organizational learning and the learning organization that allows comprehension of their pattern of development and, in consequence, provides a consistent basis to propose guidelines for their future development.

Harriet Eliufoo

2008 The Learning Organization

doi: 10.1108/09696470810879565

Purpose – The purpose of this paper is to investigate and characterise the knowledge creation process in construction organisations and explore to what extent organisations facilitate the process. Design/methodology/approach – A case study approach is adopted using four construction organisations; a knowledge creation model is also used as the analytical tool. Findings – The model successfully identifies the characteristics of the knowledge creation process and its uniqueness among the cases studied; and that conscientious effort by organisations to facilitate the process is limited. Research limitations/implications – The study is limited to intra‐firm knowledge creation. Practical implications – Understanding of the knowledge creation process by organisations adopting the model is a potential platform for enhancement of the process in organisations. Originality/value – The article provides the establishment of specific knowledge creation models through an empirical investigation of construction organisations.

Daniel James Homitz; Zane L. Berge

2008 The Learning Organization

doi: 10.1108/09696470810879574

Purpose – The purpose of this article is to examine e‐mentoring as a way to sustain distance training and education. Design/methodology/approach – The paper describes a framework for sustaining distance training and education by adding e‐mentoring (mentoring over the internet). It also explores the role of mentors, the benefits of the programs to the mentor and the sponsoring organizations, and ways of overcoming challenges faced by e‐mentoring in distance training and education. Findings – One effective and cost‐effective way to monitor and improve the effectiveness of training and education in the workplace is to involve expert peers, subject matter experts, and managers in a mentoring or coaching capacity. Originality/value – The article shows a cost‐effective way to monitor and improve the effectiveness of training and education in the workplace.

Marjolein C.J. Caniëls; Henny A. Romijn

2008 The Learning Organization

doi: 10.1108/09696470810879583

Purpose – The purpose of this paper is to contribute to the study of supply chain design from the perspective of complex dynamic systems. Unlike extant studies that use formal simulation modelling and associated methodologies rooted in the physical sciences, it adopts a framework rooted in the social sciences, strategic niche management, which provides rich insights into the behavioural aspects of complex innovation dynamics of emerging supply chains. Design/methodology/approach – The use of the framework is illustrated by means of a case study about the development of a new biofuels supply chain in East Africa. Findings – Three key dynamic processes are found to be at the core of new supply chain development: networking, learning and the management of actor expectations. The case analysis suggests the need to actively manage these processes and suggests possible ways of doing so. Research limitations/implications – Generalisability is limited since the research is based on one case study. Additional case studies using the same framework would help to validate and extend the results obtained. Practical implications – Implications for strategic managerial decision making include the need to encourage stakeholder networking and shared learning, and managing their expectations. Originality/value – The paper uses an innovative conceptual framework to examine new supply chain development, which yields new insights into how these processes can be actively managed and supported.