learning organisation
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2021 ◽  
Vol 26 (4) ◽  
pp. 47-59
Author(s):  
Marcin Kłak

The main purpose of this study is to present conceptual principles of the learning organisation as a modern form of functioning of contemporary organisations and enterprises and the awareness of the dominant role of intangible resources. The most important factor that protects organizations from solidifying is knowledge. In an organization, knowledge is produced by people and these people learn. However, learning alone is not sufficient for the success of the organization. For a lasting and sustainable process, organizational learning is required. Knowledge, on the other hand, is inextricably linked to human capital, which is now the most valuable resource of the new forms of organisation.


2021 ◽  
Vol 11 (2) ◽  
pp. 537-544
Author(s):  
Susanna Kohonen ◽  
Jonna Kosonen ◽  
Sinikka Kettunen

Abstract This report will discuss the process of evaluation for development in a collaborative project that integrated teaching between the Language Centre and the Law School at the University of Eastern Finland. The focus of this report will be on a model the authors devised for the purposes of developing teaching, called E.A.S.Y, Empowering Actors, Stakeholders and You (in Finnish: kehitysriihi), with its Nutshell Poster. The interactive and participatory model draws on the principles of evaluation for development instead of evaluation of development, steering away from the emphasis on making judgments, and exemplifies a novel, resource-efficient method for curriculum development in higher education in a manner that facilitates agency and implements the principles of a learning organisation. The authors propose that the model, albeit in the example project used within the context of Higher Education, could be widely adapted into other contexts, too.


2021 ◽  
pp. 100854
Author(s):  
Sayed Alireza Alerasoul ◽  
Giovanna Afeltra ◽  
Henri Hakala ◽  
Eliana Minelli ◽  
Fernanda Strozzi

2021 ◽  
Vol 15 (2) ◽  
pp. 191-198
Author(s):  
Andreja Rudančić ◽  
Petar Mišević ◽  
Dušan Tomašević

Today, knowledge management is used as part of a business strategy by which an organisation adapts to rapid changes in society and the business world, by which it not only becomes more competitive but also achieves goals and remains successful. Organisations have become aware of the importance of the lifelong learning concept. It should be noted that knowledge management is in close synergy with human resource management in the organisation. To achieve the scientific value of the paper, the authors have conducted empirical research by using a survey questionnaire in which the elements of a learning organisation were investigated, along with the implementation of knowledge on the selected organisational model. The synthesis of the results and conclusions of this research will be used to formulate specific critical recommendations and valuable guidelines indicating possible areas of improving the level of learning organisation and motivation to learn, which indicates potential ways and approaches to knowledge management.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Seok-Young Oh ◽  
Seonhui Koo

PurposeThis study aims to identify the relationship between protean career attitude (PCA) and organisational commitment (OC) in a learning organisation (LO) climate. The study also identified whether negative relationships exist between the structure dimension of LO (SDLO) and PCA, and between PCA and OC, and whether such relationships can be moderated by the people dimension of LO (PDLO).Design/methodology/approachData collected from 305 employees of 26 firms were analysed using the PROCESS macro for SPSS.FindingsThis study found that SDLO had a negative relationship with PCA, whereas PCA was negatively associated with OC. Furthermore, this study found that PDLO moderated these relationships, in that the negative relationships were absent when PDLO activities were stronger, in contrast to when they were weaker.Originality/valueThe study is among the first to identify the negative relationships that exist between SDLO and PCA and between PCA and OC in Korean firms. An important implication for managers or OD professionals is that PDLO plays an important role in not only reducing the negative mediation effects of PCA in the relationships but also making the relationships positive.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Clare Thorpe

PurposeThe purpose of this study is to discuss the strategies to promote a culture of professional learning within an Australian academic library. As the COVID-19 experience has shown new and evolving roles require skills, knowledge and abilities that current library employees may not have trained for. One framework which supports continuous professional development and employee motivation is the concept of a learning organisation, where staff across all levels of the library acknowledge the value of continuous learning and autonomously engage in activities to keep their skills up to date and relevant.Design/methodology/approachThe article is a case study of a three-year period of interventions and outcomes in an Australian academic library.FindingsThe strategies discussed provide insights for library managers and leaders about how organisational change can be incrementally embedded through clarity of purpose, aligned leadership, transparent processes, self-determination and social learning.Research limitations/implicationsThe case study examines a single institution.Originality/valueThe paper provides practical strategies and examples from the case study of one university library which has successful embedded workplace learning as a regular and accepted part of staff routines.


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