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In between smorgasbord and table d’hôte: à la carte learning organization

In between smorgasbord and table d’hôte: à la carte learning organization Purpose – To suggest how the idea of the learning organization can be adapted to fit organizations in different contexts. Design/methodology/approach – The paper is based on many years of work on the idea of the learning organization and how it can be made to fit in different contexts. Findings – Any organization that has an interest in becoming (or continuing to be) a learning organization is recommended to critically examine the relevance of each and every element of the idea of the learning organization, and thereafter construct a model of the learning organization that fits the particular organization. Practical implications – Organizations that aim to become (or continue to be) learning organizations are offered some concrete advice as to how to examine the relevance for their particular organization of the elements that the idea of the learning organization consists of. Originality/value – In contrast to all those who claim that the idea of the learning organization is relevant as is, without first going through any changes, to all organizations, this paper suggests that not all elements of the idea are relevant to all organizations. In contrast to those who merely suggest that each organization needs to find and adopt its own version of the learning organization, this paper offers concrete insights as to how such a process of customization actually can be conducted. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

In between smorgasbord and table d’hôte: à la carte learning organization

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References (5)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1477-7282
DOI
10.1108/DLO-07-2014-0055
Publisher site
See Article on Publisher Site

Abstract

Purpose – To suggest how the idea of the learning organization can be adapted to fit organizations in different contexts. Design/methodology/approach – The paper is based on many years of work on the idea of the learning organization and how it can be made to fit in different contexts. Findings – Any organization that has an interest in becoming (or continuing to be) a learning organization is recommended to critically examine the relevance of each and every element of the idea of the learning organization, and thereafter construct a model of the learning organization that fits the particular organization. Practical implications – Organizations that aim to become (or continue to be) learning organizations are offered some concrete advice as to how to examine the relevance for their particular organization of the elements that the idea of the learning organization consists of. Originality/value – In contrast to all those who claim that the idea of the learning organization is relevant as is, without first going through any changes, to all organizations, this paper suggests that not all elements of the idea are relevant to all organizations. In contrast to those who merely suggest that each organization needs to find and adopt its own version of the learning organization, this paper offers concrete insights as to how such a process of customization actually can be conducted.

Journal

Development and Learning in OrganizationsEmerald Publishing

Published: Jan 4, 2016

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