A business school as a learning organization

Peter Lorange (Maucher Nestlé Professor and President of the International Institute for Management Development, Lausanne, Switzerland)

The Learning Organization

ISSN: 0969-6474

Publication date: 1 December 1996

Abstract

Brings up and examines the concept of a business school as a learning organization. Discusses the issue of change as a stimulus to learning ‐ as businesses face new challenges, so, therefore, do business schools ‐ hence the necessity to become a learning organization. Proposes the idea of the faculty member as the learner, as well as the integration of various modes of organizational learning: faculty group discipline‐based learning, cross‐disciplinary programme‐based learning, and learning via a “partnership” with a major customer organization. Illustrates a working model for organizational learning comprising learning from research activities, workshops/ “discovery events”, open teaching programmes as well as in‐company tailored programmes. The total of this ‐ when aggregated as it relates to all the major learning partnerships the school is involved in ‐ leads to acquisition of knowledge by the faculty and the business school becomes a deliberate organizational learner. Concludes with emphasis on partnerships with multinational cutting‐edge firms as the key to the most relevant real‐life organizational learning.

Keywords

Citation

Lorange, P. (1996), "A business school as a learning organization", The Learning Organization, Vol. 3 No. 5, pp. 5-13. https://doi.org/10.1108/09696479610131189

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Publisher

:

MCB UP Ltd

Copyright © 1996, MCB UP Limited

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