Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Organisational learning and competence for boundary crossing

Organisational learning and competence for boundary crossing The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/0969-6474.htm TLO IMPLICATIONS FOR PRACTITIONERS 29,3 Organisational learning and competence for boundary crossing Dane Lukic GCU London, Glasgow Caledonian University, Glasgow, UK Introduction Issue 2 explores several perspectives relevant to learning organisations in various contexts, from customer-focussed organisations, through school systems, higher education institutions, third sector and public sector organisations more widely. Still, what all articles seem to be touching on is the increasing challenges to manage complex and not easily definable aspects of the organisational learning. Various aspects of human-systems-structures-technology interactions highlight the complex set of adaptable competences that employees, leaders and those in charge of organisational learning need to develop and use with nuanced awareness of the ever changing contexts (Snowden, 2002). The complexity present in the organisational learning can present various boundaries between different sources and even cultures of knowledge (Akkerman & Bakker, 2011). The fluid nature of the factors explored in Issue 2 points to sense making needed to adapt one’sown (or team’s) abilities (Weick, 2000) to reach outcomes in the interest of various stakeholders who might have different values, contradicting priorities and ways of working. Articles explored complexity http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Organisational learning and competence for boundary crossing

Lukic, Dane
The Learning Organization , Volume 29 (3): 7 – Jun 24, 2022
Download PDF
7 pages

Loading next page...
 
/lp/emerald-publishing/organisational-learning-and-competence-for-boundary-crossing-wkeiZsJgtI

References (19)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0969-6474
eISSN
0969-6474
DOI
10.1108/tlo-04-2022-281
Publisher site
See Article on Publisher Site

Abstract

The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/0969-6474.htm TLO IMPLICATIONS FOR PRACTITIONERS 29,3 Organisational learning and competence for boundary crossing Dane Lukic GCU London, Glasgow Caledonian University, Glasgow, UK Introduction Issue 2 explores several perspectives relevant to learning organisations in various contexts, from customer-focussed organisations, through school systems, higher education institutions, third sector and public sector organisations more widely. Still, what all articles seem to be touching on is the increasing challenges to manage complex and not easily definable aspects of the organisational learning. Various aspects of human-systems-structures-technology interactions highlight the complex set of adaptable competences that employees, leaders and those in charge of organisational learning need to develop and use with nuanced awareness of the ever changing contexts (Snowden, 2002). The complexity present in the organisational learning can present various boundaries between different sources and even cultures of knowledge (Akkerman & Bakker, 2011). The fluid nature of the factors explored in Issue 2 points to sense making needed to adapt one’sown (or team’s) abilities (Weick, 2000) to reach outcomes in the interest of various stakeholders who might have different values, contradicting priorities and ways of working. Articles explored complexity

Journal

The Learning Organization – Emerald Publishing

Published: Jun 24, 2022

There are no references for this article.