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Management Learning
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Discerning the Quality of Organizational Learning

Yael Ben-Horin Naot

University of Haifa, Israel

Raanan Lipshitz

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

Micha Popper

University of Haifa, Israel

This paper presents a conceptualization of organizational learning quality based on a comparison of two successful and two unsuccessful episodes of post-accident reviews in an elite combat unit of the Israel Defense Forces. Analyses of semi-structured interviews of key participants revealed that: (1) the outcomes of high-quality organizational learning (OL) were effective lessons learned that are assimilated into the organization’s mode of operation. (2) Assimilation was contingent on gaining the hearts and minds of the organization’s members. (3) The processes of high-quality organizational learning were systematic and mindful, enlisted internal and external sources of knowledge, and engaged members in active participation. In addition, these processes were embedded in a culture of learning. (4) The immediate context of high-level organizational learning consisted of a receptive and supportive leadership that induces psychological safety. A 10-parameters integrative model of the quality of OL based on these findings is presented.

Key Words: after-action reviews • learning culture • organizational learning mechanisms • organizational learning quality

Management Learning, Vol. 35, No. 4, 451-472 (2004)
DOI: 10.1177/1350507604048273
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