The Learning Organization: Volume 11 Issue 2

Learning to make more effective decisions: changing beliefs as a prelude to action

Sheldon Friedman

Decision‐makers in organizations often make what appear as being intuitively obviously and reasonable decisions, which often turn out to yield unintended outcomes. The cause of…

The learning organization: towards an integrated model

Anders Örtenblad

This article presents an integrated model of the learning organization. It is based on empirical research of the learning organization literature, as well as on practitioners’…

Generative learning management: a hypothetical model

Peter Österberg

It is proposed that to reach a state of generative learning, an organization requires a “generative learning manager”: a person who understands the importance of development and…

Leveraging organizational learning for knowledge and performance

Steven A. Cavaleri

This article examines the alignment and fit between knowledge management and organizational learning to determine the potential feasibility of integrating the two approaches. The…

Organizational learning and knowledge management: the relationship

Joseph M. Firestone, Mark W. McElroy

To many in the fields of organizational learning (OL) and knowledge management (KM), the relationship between the two is something of a small mystery. The authors are…

To the Desert and Back

Roger Collins