Depicts the Learning Square as a model of organizational learning processes with the following elements: multidimensional goals, shared vision, continual learning, and tacit knowledge. A case study illustrates its use in the development of information systems. (Contains 31 references.) (SK)

A strategy for improving learning and competitiveness in the New Zealand dairy industry examined barriers to farmers' learning and adopted action research with a group of women farmers. This form of participant involvement appeared to facilitate individual learning and technology transfer. (Contains 30 references.) (SK)

Interviews with participants in research and development in a pharmaceutical company explored the use of organizational learning mechanisms to create knowledge. Results indicate that dynamic learning capability is embedded in and influenced by company culture, existing skills and competence, capacity for continuous change, and leadership.…

Interviews with 42 bank managers considered learning in the context of new technological projects. Case studies of projects provide evidence that learning from past mistakes is the exception and, therefore, even successful projects had a limited impact on organizations. (Contains 22 references.) (JOW)

A project designed to reduce accidents in sugar factories used metaphors as tools for creative analysis, as ways of creating emotions, and as methods for fostering unconscious learning. When change is the goal, images, stories, narratives, and fairy tales were shown to be more effective than formal conceptual learning. (Contains 32 references.)…

Reviews literature on knowledge management and organizational learning; highlights the significance of networks, alliances, and interorganizational relationships. Refines a model of organizational learning to account for different levels: individual, interdepartmental, team, organizational, and interorganizational learning. (Contains 62…

Purpose: The purpose of this paper is partly to complete Earl's framework, but more importantly to seek out the limits of what can be known and what cannot be known by each of the schools in his taxonomy, by addressing the absent epistemological foundation of what is being managed in his seven schools of knowledge management.…

This article proposes that a major problem limiting an organization's ability to develop organizational learning capacity is of organizational amnesia. To understand organizational amnesia, it is necessary to look at the various ways that organizational learning is defined. Organizational learning is not merely the process of acquiring knowledge.…

Offers the view that learning in organizations is mainly a social activity because work is most often done by people in the context of communicating with others. Briefly assesses how learning can be managed in organizations.

Purpose: Establishes a connection between the concepts of "learning organisation" and "human resources development". Design/methodology/approach: A brief and broad overview of the current state of human research development research. Findings: One conclusion to be reached is that the subject is healthy. Another conclusion is that human resource…

Purpose: The aim of this paper is introducing the concept of a "semantic learning organization" (SLO) as an extension of the concept of "learning organization" in the technological domain. Design/methodology/approach: The paper takes existing definitions and conceptualizations of both learning organizations and Semantic Web technology to develop…

Purpose: The purpose of this paper is to describe fundamental concepts and theoretical challenges with regard to systems, and to build on these in proposing new theoretical frameworks relevant to learning, for example in so-called learning organizations. Design/methodology/approach: The paper focuses on some crucial fundamental aspects introduced…

Purpose: The purpose of this paper is to show that changes in social systems do not occur randomly. They are consistent with what has gone on before, with the history and identity of the system. As long as the organizing principles of a dominant culture remain unchallenged, behavior of all the social-units originating from this culture will remain…

This study used the team climate inventory (TCI) to create awareness of the multidimensional nature of team climate, to diagnose the climate of teams, and to present specific actions to improve team climate. Management undergraduates from 81, four-person teams completed the TCI and an open-ended question at week 3 and week 12 of their team…

Purpose: To highlight the relevance of management control in action learning programs that aim to foster organizational learning. Design/methodology/approach: Literature review plus case study. The latter consists of archival analysis and multiple interviews. Findings: When action learning programs are built around singular learning experiences,…