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The learning organisation: a meta‐analysis of themes in literature

The learning organisation: a meta‐analysis of themes in literature Purpose – The need to create and apply knowledge has contributed to the prescription of a learning organisation. However, there is no easy answer to what this concept means. Also a major criticism of the concept relates to the yet unclear connection between learning and performance. The purpose of this paper is to review the broad global literature to identify emergent themes, synthesised into a multilevel framework of process and structural attributes that reflects key theoretical relationships and attributes underwriting organisational learning and change Design/methodology/approach – This paper is based on meta‐analysis of literature published about the learning organisation and organisational learning. Findings – Finds a multilevel framework of process and structural attributes that reflects key relationships and attributes associated with learning and change. Practical implications – The multi‐level model outlines a framework for future research that may seek to link learning and performance. The causal relationships identified also suggest practical implications for managers seeking to enact the learning organisation concept. Originality/value – This paper synthesises the conceptual underpinnings of literature on the learning organisation into a practical framework. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

The learning organisation: a meta‐analysis of themes in literature

Keith Thomas; Stephen Allen
The Learning Organization , Volume 13 (2): 17 – Mar 1, 2006
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References (55)

Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470610645467
Publisher site
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Abstract

Purpose – The need to create and apply knowledge has contributed to the prescription of a learning organisation. However, there is no easy answer to what this concept means. Also a major criticism of the concept relates to the yet unclear connection between learning and performance. The purpose of this paper is to review the broad global literature to identify emergent themes, synthesised into a multilevel framework of process and structural attributes that reflects key theoretical relationships and attributes underwriting organisational learning and change Design/methodology/approach – This paper is based on meta‐analysis of literature published about the learning organisation and organisational learning. Findings – Finds a multilevel framework of process and structural attributes that reflects key relationships and attributes associated with learning and change. Practical implications – The multi‐level model outlines a framework for future research that may seek to link learning and performance. The causal relationships identified also suggest practical implications for managers seeking to enact the learning organisation concept. Originality/value – This paper synthesises the conceptual underpinnings of literature on the learning organisation into a practical framework.

Journal

The Learning Organization – Emerald Publishing

Published: Mar 1, 2006

Keywords: Learning organizations; Learning; Tacit knowledge

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