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Do organizations learn when employees learn: the link between individual and organizational learning

Do organizations learn when employees learn: the link between individual and organizational learning Purpose – The purpose of this paper is to conceptualize the link between individual learning and organizational learning and offer guidelines to harness the individual capability of learning for organizational objectives. Design/methodology/approach – This is a conceptual paper using arguments from the theory of meaning structures. Findings – The author shows that, learning, whether organizational or individual, is about the construction and accessibility of meaning, and that such processes thrive in a culture which fosters collaborative team work. Research limitations/implications – The theory presents a perspective of how organizational knowledge exists in a triad – private, accessible and collective – and the interrelationships to create organizational learning. These constructs can form the building blocks for future research. Practical implications – The theory brings organizations closer to prioritizing and evaluating learning processes to ensure that they facilitate the accessibility of knowledge. Social implications – The theory can enable organizations to identify processes which inhibit the accessibility of knowledge and create the environment to promote such. Originality/value – The theory opens a new insight into viewing organizational learning from the perspective of constructing and sharing meaning structures. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

Do organizations learn when employees learn: the link between individual and organizational learning

Development and Learning in Organizations , Volume 25 (6): 4 – Oct 4, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7282
DOI
10.1108/14777281111173324
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to conceptualize the link between individual learning and organizational learning and offer guidelines to harness the individual capability of learning for organizational objectives. Design/methodology/approach – This is a conceptual paper using arguments from the theory of meaning structures. Findings – The author shows that, learning, whether organizational or individual, is about the construction and accessibility of meaning, and that such processes thrive in a culture which fosters collaborative team work. Research limitations/implications – The theory presents a perspective of how organizational knowledge exists in a triad – private, accessible and collective – and the interrelationships to create organizational learning. These constructs can form the building blocks for future research. Practical implications – The theory brings organizations closer to prioritizing and evaluating learning processes to ensure that they facilitate the accessibility of knowledge. Social implications – The theory can enable organizations to identify processes which inhibit the accessibility of knowledge and create the environment to promote such. Originality/value – The theory opens a new insight into viewing organizational learning from the perspective of constructing and sharing meaning structures.

Journal

Development and Learning in OrganizationsEmerald Publishing

Published: Oct 4, 2011

Keywords: Organizational learning; Theory of meaning structures; Knowledge accessibility; Collaborative work environments; Knowledge economy

References