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Towards an architecture of organizational learning Insights from French military aircrews

Towards an architecture of organizational learning Insights from French military aircrews Purpose – This article aims to examine the nature and logics of organizational learning considered as a process by which organizations capitalize on the variety of experiences accumulated by their members. Design/methodology/approach – Complementing the current literature on experiential learning, the authors build on a case study to investigate how organizations benefit from action learning and seek to identify the properties of the architecture supporting it. The case study focuses on how French Air Force fighter and airlift aircrews carry out debriefing sessions in their daily activities. Findings – Within this framework, it can be observed that learning in debriefing sessions ultimately depends on the capacity of the learning agents to integrate individual and collective functions (namely, individual progression and collective performance). Originality/value – Building on the foregoing, the paper elaborates on a conceptual model of the debriefing procedure made up of three components: a learning mode, a learning structure and a learning culture. It follows that the organization is likely to capitalize on individual experiences to improve knowledge and action if it is capable of providing its members with a flexible learning architecture enabling individuals to combine distinctive learning modes along with heterogeneous structures and cultural values. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png VINE: The Journal of Information and Knowledge Management Systems Emerald Publishing

Towards an architecture of organizational learning Insights from French military aircrews

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References (49)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0305-5728
DOI
10.1108/03055721211267468
Publisher site
See Article on Publisher Site

Abstract

Purpose – This article aims to examine the nature and logics of organizational learning considered as a process by which organizations capitalize on the variety of experiences accumulated by their members. Design/methodology/approach – Complementing the current literature on experiential learning, the authors build on a case study to investigate how organizations benefit from action learning and seek to identify the properties of the architecture supporting it. The case study focuses on how French Air Force fighter and airlift aircrews carry out debriefing sessions in their daily activities. Findings – Within this framework, it can be observed that learning in debriefing sessions ultimately depends on the capacity of the learning agents to integrate individual and collective functions (namely, individual progression and collective performance). Originality/value – Building on the foregoing, the paper elaborates on a conceptual model of the debriefing procedure made up of three components: a learning mode, a learning structure and a learning culture. It follows that the organization is likely to capitalize on individual experiences to improve knowledge and action if it is capable of providing its members with a flexible learning architecture enabling individuals to combine distinctive learning modes along with heterogeneous structures and cultural values.

Journal

VINE: The Journal of Information and Knowledge Management Systems – Emerald Publishing

Published: Aug 10, 2012

Keywords: Organizational learning; Action learning; Learning from experience; Debriefing; France; Armed forces; Learning organizations

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