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The Learning Organization: Losing the Luggage in Transit?

The Learning Organization: Losing the Luggage in Transit? Opens up the debate surrounding the wisdom of the attempted implementation of the learning organization approach to deal with environmental uncertainty and examines some potential problems and barriers within traditional organizations. Discusses cultural, structural and socio‐structural factors which have an impact on the individual′s sense of identity with the organization, and focuses on the required realignments to these interrelated variables if the approach is to gain momentum. Considers the view that the process of learning will also necessitate the unlearning of previous behaviours cultivated within former established systems. Argues that the prospect of generating internal confusion, together with a sense of organizational amnesia, might reduce rather than increase stability for some companies. Concludes that, on the basis that cultures and socio‐structures cannot be manipulated at the discretion of managers, alternative strategies to organizational learning may be more appropriate for future survival, but warns that those managers inspired to implement the approach within their organizations, should be aware that the process is lengthy, high in resource implications and not without risk. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of European Industrial Training Emerald Publishing

The Learning Organization: Losing the Luggage in Transit?

Journal of European Industrial Training , Volume 18 (11): 9 – Dec 1, 1994

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References (61)

Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
0309-0590
DOI
10.1108/03090599410073532
Publisher site
See Article on Publisher Site

Abstract

Opens up the debate surrounding the wisdom of the attempted implementation of the learning organization approach to deal with environmental uncertainty and examines some potential problems and barriers within traditional organizations. Discusses cultural, structural and socio‐structural factors which have an impact on the individual′s sense of identity with the organization, and focuses on the required realignments to these interrelated variables if the approach is to gain momentum. Considers the view that the process of learning will also necessitate the unlearning of previous behaviours cultivated within former established systems. Argues that the prospect of generating internal confusion, together with a sense of organizational amnesia, might reduce rather than increase stability for some companies. Concludes that, on the basis that cultures and socio‐structures cannot be manipulated at the discretion of managers, alternative strategies to organizational learning may be more appropriate for future survival, but warns that those managers inspired to implement the approach within their organizations, should be aware that the process is lengthy, high in resource implications and not without risk.

Journal

Journal of European Industrial TrainingEmerald Publishing

Published: Dec 1, 1994

Keywords: Employees; Learning; Learning organizations; Managers; Organizational behaviour; Organizational change; Organizations

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