Reports research into how the organisational learning process can be routinised. Three sets of enabling routines and four sets of defensive routines are identified which are core to facilitating and challenging the learning process. A field‐tested prototype methodology is reported which supports the introduction of a strategy for organisational learning and change by practitioners within companies. In this way the abstract notions of organisational learning, corporate regeneration and change can be made operational.
Tranfield, D., Duberley, J., Smith, S., Musson, G. and Stokes, P. (2000), "Organisational learning – it’s just routine", Management Decision, Vol. 38 No. 4, pp. 253-260. https://doi.org/10.1108/00251740010326315Download as .RIS
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