Building a Continuous Learning Culture

2019 ◽  
pp. 41-47
Author(s):  
Jay Liebowitz
Keyword(s):  
Learning Culture ◽  
Continuous Learning

Higher educational institutes as learning organizations for employer branding

2015 ◽  
Vol 47 (5) ◽  
pp. 265-276 ◽  
Author(s):  
USHA LENKA ◽  
SANIYA CHAWLA
Keyword(s):  
Knowledge Management ◽  
Conceptual Framework ◽  
Learning Organization ◽  
Learning Organizations ◽  
Learning Culture ◽  
Continuous Learning ◽  
Total Quality ◽  
Open Communication ◽  
Content Type ◽  
Academic Literature

Purpose – Contemporary organizations emphasize upon continuous learning to be able to face the environmental dynamism and further build a learning organization. The purpose of this paper is to reflect the conceptual framework of learning organization, integrating variables at individual, team, and organizational levels. Design/methodology/approach – The framework has been devised through the review of literature from 1950s to 2014 using the databases of EBSCO, Emerald, Proquest, Science Direct, and Scopus to ensure the reliability. Findings – The variables are resonant leadership style, knowledge management, intrapreneurship, total quality management (TQM), and supportive learning culture. Resonant leaders are emotionally intelligent leaders who evoke positive emotions among their subordinates through setting an example, ensuring mindfulness, hope, and compassion. Knowledge management is basically creating, transferring, maintaining, and organizing knowledge in organizational repositories. Intrapreneurship is the initiative and risk taken by the employees. TQM is a management practice that promotes total involvement, continuous improvement, and reflexive decisions taken by team members. Supportive learning culture pushes individuals toward a common goal, which is further facilitated, by open communication, affective and cognitive trust, and organic structure. These factors pose as enablers to foster continuous learning among employees. A learning organization, therefore, can establish a strong employer brand by enhancing employees’ emotional attachment and further aides’ attraction and retention of talent. Originality/value – So far, all these important variables have been ignored in the academic literature especially in the context of educational institutes as learning organizations. Also, there is a void in academic literature with respect to integrated model of learning organization. In this way, the paper tries to fill the gap by developing a conceptual framework of learning organization, followed by discussion and managerial implications.

A knowledge management based framework for enhancing the learning culture in architectural design firms in developing countries

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ayman Ahmed Ezzat Othman ◽  
Mirna Mohamed ElKady
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Data Analysis ◽  
Construction Industry ◽  
Architectural Design ◽  
Building Blocks ◽  
Learning Culture ◽  
Continuous Learning ◽  
Content Type ◽  
Design Firms

Purpose In spite of the active role of continuous learning on improving organisational performance, the construction industry generally and architectural design firms (ADFs) in particular are criticised for their inability to use organisational knowledge to foster learning culture towards enhancing their performance. This paper aims to develop a framework based on knowledge management (KM) to enhance the learning culture in ADFs in developing countries. Design/methodology/approach To achieve the abovementioned aim, a research methodology consisted of data collection, data analysis and action required is designed to achieve four objectives. First, to examine the nature of the construction industry in developing countries, learning culture in ADFs, as well as knowledge and KM; second, to present three case studies to investigate the effectiveness of KM in enhancing the learning culture in ADFs; third, to investigate the perception and application of KM towards enhancing the learning culture in ADFs in Egypt, finally to develop a KM based framework to enhance the learning culture in ADFs in developing countries. Findings Through literature review, the research highlighted the fragmented nature of the architectural design process, which led to the loss of valuable information and made the process of capturing and sharing knowledge a hard task. In addition, it identified the barriers of implementing KM and the building blocks of learning culture in ADFs. Results of data analysis showed that “lack of organisational culture” and “low involvement of top management” were ranked the highest barriers for implementing KM in ADFs. Moreover, respondents mentioned that they do not share openly their information with other employees to maintain their uniqueness and that the strict working environment of their ADFs is not encouraging creativity or enhancing learning culture. Furthermore, “continuous learning and enhancement” and “experimentation, feedback and reflection” were ranked by respondents as the highest building blocks of a learning organisation. Research limitations/implications This research focussed on ADFs in developing countries. Practical implications Implementing KM strategies will facilitate the enhancement of learning culture within ADFs in developing countries. This will impact positively on improving the performance and increasing the competitiveness and market share of ADFS. Originality/value The research identified the barriers of KM implementation in ADFs and the building blocks of creating a learning organisations. It focusses on improving the performance of ADFs through using the capabilities of KM towards building learning culture in ADFs. The proposed framework which was designed to facilitate the implementation of KM for enhancing the learning culture in ADFs in developing countries represents a synthesis that is novel and creative in thought and adds value to the knowledge in a manner that has not previously occurred.

scholarly journals A Learning Culture and Continuous Learning for a Learning Organization

2019 ◽  
Author(s):  
Umu Latifatul Chanani ◽  
Udik Budi Wibowo
Keyword(s):  
Organizational Learning ◽  
Learning Organization ◽  
Learning Opportunities ◽  
Learning Culture ◽  
Continuous Learning ◽  
Organizational Learning Culture ◽  
Norms And Values ◽  
Definition Of

This paper is aimed at studying a learning culture and continuous learning and finding out the benefits and the ways to develop continuous learning in an organization. The definition of learning culture and continuous learning is inferred from some experts’ opinions such as Van Breda-Verduijn & Heijboer, Cerne Matej, Blackwood, Schein, Jain & Martindale, etc. An organizational learning culture is inferred as a set of norms and values about the functioning of an organization that encourages individuals or the organization to carry out continuous learning. A continuous learning culture is important to implement in an organization since it has many benefits for a learning organization. An organizational learning culture can be developed if there are supports in forms of motivation, learning opportunities, and facilities to its members.

scholarly journals Application Of Path-Goal Leadership Theory And Learning Theory In A Learning Organization

2017 ◽  
Vol 34 (1) ◽  
pp. 13-22
Author(s):  
Bayan Yousef Farhan
Keyword(s):  
Organizational Learning ◽  
Learning Organization ◽  
Learning Theory ◽  
Learning Process ◽  
Learning Culture ◽  
Goal Theory ◽  
Continuous Learning ◽  
Leadership Model ◽  
Proposed Model ◽  
The Right

This paper used learning theory and path-goal theory to propose a learning leadership model.  The practical side of these two theories is suitable for this proposed model, its agenda, and its tools for improving organizational learning.  The model is based on the assumption that leaders need to develop their competences and the competences of subordinates by creating a continuous learning process through sharing, exchanging, and improving knowledge and experiences.  The model states that learning leaders act as facilitators of the organizational learning process and adopt the right attitude to motivate subordinates for learning by removing obstacles and creating a learning culture. 

Learning culture, continuous learning, organizational learning anthropologist

2016 ◽  
Vol 48 (3) ◽  
pp. 123-128 ◽  
Author(s):  
Hester van Breda-Verduijn ◽  
Marjoleine Heijboer
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
Continuous Improvement ◽  
Cultural Anthropology ◽  
Learning Culture ◽  
Continuous Learning ◽  
Breeding Ground ◽  
Content Type ◽  
Educational Sciences ◽  
Learning Issues

Purpose – The purpose of this paper is to clarify the way an organizational culture forms the right breeding ground for continuous learning. More and more organizations feel the urgency for innovation and continuous improvement. Learning is a key issue in this. A powerful culture of learning forms an effective breeding ground for continuous learning. That is the reason why in this paper the concept of “learning culture” will be analyzed: how will it contribute to continuous improvement and innovation? The authors will answer this question by taking the perspective of an organizational learning anthropologist. Design/methodology/approach – The paper combines the perspective of educational sciences and cultural anthropology, and is based on a variety of professional literature. The main point of reference is the model of organizational culture of Schein (1999). Findings – Each organization has its own unique learning culture. A learning culture is considered effective when it is supporting the organizational objectives. And a learning culture is effective when it forms an effective breeding ground for the learning needed within the organization. Practical/implications – This perspective will bring learning and development professionals new ways of looking at the learning issues and solutions in their organizations. They will get acquainted with the method to analyze the learning culture in their own organization. They will understand how their organizational culture can influence learning issues. Besides that, they will get some ideas on how to improve the learning culture of their organization. Originality/value – This paper combines insights from cultural anthropology and educational sciences.

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