To read the full version of this content please select one of the options below:

Debunking the “lean and mean” myth and celebrating the rise of learning organizations

Barbara Whitaker Shimko (Associate Professor of Management, School of Business Administration, Widener University, Chester, Pennsylvania, USA.)
John T. Meli (Professor of Management, School of Business Administration, Widener University, Chester, Pennsylvania, USA.)
Juan C. Restrepo (Graduate Research Assistant, School of Business Administration, Widener University, Chester, Pennsylvania, USA.)
Peter F. Oehlers (Senior Lecturer, School of Business Administration, Widener University, Chester, Pennsylvania, USA.)

The Learning Organization

ISSN: 0969-6474

Article publication date: 1 May 2000

824

Abstract

This study hypothesizes that while downsizing has been a reasonable strategic move for some firms, it is by no means a corporate panacea. The study further suggests that adding‐value to organizations by increasing the knowledge of employees at all levels, including the top level, is a strategic necessity. The hypotheses are supported by data assembled by the authors sourced from: the 10‐k SEC’s filings; data generated by The United States Department of Labor; data available through other sources; and by a critical analysis of the Employee Knowledge literature. Several authors have noted the strategic importance of sharing information with employees, making available universal learning opportunities for the workforce, and providing a corporate culture that ensures continuous knowledge enhancement.

Keywords

Citation

Whitaker Shimko, B., Meli, J.T., Restrepo, J.C. and Oehlers, P.F. (2000), "Debunking the “lean and mean” myth and celebrating the rise of learning organizations", The Learning Organization, Vol. 7 No. 2, pp. 99-109. https://doi.org/10.1108/09696470010316251

Publisher

:

MCB UP Ltd

Copyright © 2000, MCB UP Limited

Related articles