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Souza, Carla Patricia da Silva; Takahashi, Adriana Roseli Wünsch – Learning Organization, 2019
Purpose: This paper aims to analyse how dynamic capabilities (DC) affect organizational learning (OL) in a Brazilian higher education institution (HEI) and how this relationship affects organisational ambidexterity (OA). Design/methodology/approach: The research strategy involves a qualitative, single case study. Data were collected through…
Descriptors: Foreign Countries, Organizational Culture, Learning, Higher Education
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Morais-Storz, Marta; Nguyen, Nhien – Learning Organization, 2017
Purpose: This paper aims to conceptualize what it means to be resilient in the face of our current reality of indisputable turbulence and uncertainty, suggest that continual metamorphosis is key to resilience, demonstrate the role of unlearning in that metamorphosis and suggest that problem formulation is a key deliberate mechanism of driving…
Descriptors: Resilience (Psychology), Adjustment (to Environment), Change, Organizational Development
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Reese, Simon – Learning Organization, 2017
This summary piece aims to provide a clear connection for leaders, managers or even individuals as they endeavor to put organizational unlearning into practice inside their organization. The author attempts to simplify the details from the diverse articles within this issue only with the aim of helping build an easier method for practical…
Descriptors: Educational Practices, Workplace Learning, Organizational Development, Correlation
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Richards, Debbie – Learning Organization, 2010
Purpose: This paper seeks to understand whether significant senior management and structural changes within an Australian university is the result of learning or other influences and how these explain the impact of change on the careers of two individuals within the organisation. Design/methodology/approach: The organisation and the changes are…
Descriptors: Careers, Organizational Development, Organizational Change, Foreign Countries
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Garratt, Bob – Learning Organization, 1999
The learning organization is a vital strategy for organizational survival and development, not a quick-fix solution. It can help create sustainable knowledge and make organizations more productive, profitable, and humane places. (SK)
Descriptors: Change Strategies, Concept Formation, Organizational Change, Organizational Development
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Jamali, D.; Khoury, G.; Sahyoun, H. – Learning Organization, 2006
Purpose: To track changes in management paradigms from the bureaucratic to the post-bureaucratic to the learning organization model, highlighting core differentiating features of each paradigm as well as necessary ingredients for successful evolution. Design/methodology/approach: The article takes the form of a literature review and critical…
Descriptors: Organizational Climate, Literature Reviews, Systems Approach, Change Strategies