The Learning Organisation
Organisational learning and learning organisations have been the focus of a great deal of evaluation within management literature since the 1990’s (Senge, 1990; Michaux, 2002). This paper aims to define and critically evaluate the concept of a learning organisation by drawing on the writings of core authors to both support and demonstrate criticisms of the ‘learning organisation’ concept.
The Learning Organisation
Organisational learning is a continual process whereby an organisation adapts to its environment by constantly improving performance through evolving knowledge and understanding by its members and the organisation (Hartel, Strybosch & Blyth, 2006). A learning organisation, on the other hand, is an organisation which actively creates, captures, transfers, and mobilizes knowledge of all its members to enable it to adapt to a changing environment (Wikipedia, 2008). Paramount to the concept of the learning organisation is the interaction that takes place between the individuals within the organisation. The concept of a learning organisation differs from organisational learning as it seeks to use the theoretical findings of organisational learning to describe how organisations can effectively and continuously adapt and learn.
Globalisation, competitive markets, technological advancements, growing competition, and new work methods have all given rise to the need for an organisation to be able to change and adapt to its environment (Poell, 1999). Learning, or more specifically organisational learning, is the key characteristic that enables an organisation to adapt to changes in its internal or external environment and remain competitive in times of uncertainty (Smith, 2001). Senge (1990) comments that in situations of turbulent or rapid change those organisations that are flexible, adaptive and effective will excel and, that to excel, an organisation needs to discover how to entice individual commitment and the capacity to learn at all levels
The Learning Organisation
Organisational learning is a continual process whereby an organisation adapts to its environment by constantly improving performance through evolving knowledge and understanding by its members and the organisation (Hartel, Strybosch & Blyth, 2006). A learning organisation, on the other hand, is an organisation which actively creates, captures, transfers, and mobilizes knowledge of all its members to enable it to adapt to a changing environment (Wikipedia, 2008). Paramount to the concept of the learning organisation is the interaction that takes place between the individuals within the organisation. The concept of a learning organisation differs from organisational learning as it seeks to use the theoretical findings of organisational learning to describe how organisations can effectively and continuously adapt and learn.
Globalisation, competitive markets, technological advancements, growing competition, and new work methods have all given rise to the need for an organisation to be able to change and adapt to its environment (Poell, 1999). Learning, or more specifically organisational learning, is the key characteristic that enables an organisation to adapt to changes in its internal or external environment and remain competitive in times of uncertainty (Smith, 2001). Senge (1990) comments that in situations of turbulent or rapid change those organisations that are flexible, adaptive and effective will excel and, that to excel, an organisation needs to discover how to entice individual commitment and the capacity to learn at all levels
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