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Managing learning: what do we learn from a learning organisation?

David McHugh (David McHugh is a Senior Lecturer in Organisational Behaviour at the Lancashire Business School, University of Central Lancashire)
Deborah Groves (Deborah Groves is a Senior Lecturer in Employee Development at the Lancashire Business School, University of Central Lancashire)
Alison Alker (Alison Alker is a Senior Lecturer in Employee Development at the Lancashire Business School, University of Central Lancashire)

The Learning Organization

ISSN: 0969-6474

Article publication date: 1 December 1998

8040

Abstract

Sets out the agenda for, and examines the findings from, the initial stage of a longer‐term project aimed at identifying the constraints which guide what are portrayed as self‐managed learning initiatives leading to the creation of “learning organisations”. At this stage the project has focused on qualitative research with informants and groups of practitioners in North‐West UK companies which have involved themselves in learning initiatives and analyses of official discourses and data relating to the criteria inherent in appraising such initiatives. The project has examined tacit agendas in training and development and concludes that the attempts to link individual development with organisational strategy inherent in the human resource practices necessary to underwrite a learning organisation can serve to restrict the possibilities of creating such an organisation.

Keywords

Citation

McHugh, D., Groves, D. and Alker, A. (1998), "Managing learning: what do we learn from a learning organisation?", The Learning Organization, Vol. 5 No. 5, pp. 209-220. https://doi.org/10.1108/09696479810238215

Publisher

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MCB UP Ltd

Copyright © 1998, MCB UP Limited

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