This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Popper, M. Articles by Lipshitz, R. Search for Related Content Social Bookmarking                         What's this?

Organizational Learning

Mechanisms, Culture, and Feasibility

University of Haifa, Israel, raanan{at}psy.haifa.ac.il

Raanan Lipshitz

University of Haifa, Israel, popper{at}psy.haifa.ac.il

The burgeoning literature on organizational learning attests to the considerable interest engendered by `organizational learning' and `learning organizations'. At the same time it indicates considerable confusion surrounding these subjects. We discuss four controversial issues regarding organizational learning: (1) What are the similarities and differences between individual and organizational learning? (2) What are the conditions that promote productive organizational learning? (3) When is organizational learning feasible? (4) How is organizational learning related to learning organizations? We suggest that (1) although individual and organizational learning involve information processing, they require different mechanisms to convert information to actionable knowledge at different (individual vs organizational) systemic levels; (2) productive organizational learning requires a learning culture that consists of commitment to learning, valid knowledge, transparency, issue orientation and accountability; (3) the feasibility of organizational learning is enhanced by high environmental uncertainty, high costs of potential error, high level of members' professionalism, and a strong leadership commitment to learning, (4) learning organizations are organizations that embed institutionalized learning mechanisms within a learning culture.

Management Learning, Vol. 31, No. 2, 181-196 (2000)
DOI: 10.1177/1350507600312003


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				A. Macpherson and B. Clark Islands of Practice: Conflict and a Lack of 'Community' in Situated Learning Management Learning, November 1, 2009; 40(5): 551 - 568. [Abstract] [PDF]

				D. Mazutis and N. Slawinski Leading Organizational Learning Through Authentic Dialogue Management Learning, September 1, 2008; 39(4): 437 - 456. [Abstract] [PDF]

				N. Heraty and M. Morley Dimensionalizing the Architecture of Organization-Led Learning: A Framework for Collective Practice Advances in Developing Human Resources, August 1, 2008; 10(4): 472 - 493. [Abstract] [PDF]

				I. M. Prieto and E. Revilla Assessing the Impact of Learning Capability on Business Performance: Empirical Evidence from Spain Management Learning, December 1, 2006; 37(4): 499 - 522. [Abstract] [PDF]

				M. Zhang, A. Macpherson, and O. Jones Conceptualizing the Learning Process in SMEs: Improving Innovation through External Orientation International Small Business Journal, June 1, 2006; 24(3): 299 - 323. [Abstract] [PDF]

				Y. Baruch Role-play Teaching: Acting in the Classroom Management Learning, March 1, 2006; 37(1): 43 - 61. [Abstract] [PDF]

				A. Casey Enhancing Individual and Organizational Learning: A Sociological Model Management Learning, June 1, 2005; 36(2): 131 - 147. [Abstract] [PDF]

				C. Hardless, M. Nilsson, and U. Nulden 'Copernicus': Experiencing a Failing Project for Reflection and Learning Management Learning, June 1, 2005; 36(2): 181 - 217. [Abstract] [PDF]

				S. R. Clegg, M. Kornberger, and C. Rhodes Learning/Becoming/Organizing Organization, March 1, 2005; 12(2): 147 - 167. [Abstract] [PDF]

				D. Jarratt Conceptualizing a relationship management capability Marketing Theory, December 1, 2004; 4(4): 287 - 309. [Abstract] [PDF]

				A. G. L. Romme Organizing Education by Drawing on Organization Studies Organization Studies, June 1, 2003; 24(5): 697 - 720. [Abstract] [PDF]

				D. R. Gnyawali and A. C. Stewart A Contingency Perspective on Organizational Learning: Integrating Environmental Context, Organizational Learning Processes, and Types of Learning Management Learning, March 1, 2003; 34(1): 63 - 89. [Abstract] [PDF]

				R. Lipshitz, M. Popper, and V. J. Friedman A Multifacet Model of Organizational Learning Journal of Applied Behavioral Science, March 1, 2002; 38(1): 78 - 98. [Abstract] [PDF]

				T. K. Tan and L. Heracleous Teaching Old Dogs New Tricks: Implementing Organizational Learning in an Asian National Police Force Journal of Applied Behavioral Science, September 1, 2001; 37(3): 361 - 380. [Abstract] [PDF]