What makes al‐Qaeda a global learning network?

Abstract

Purpose

This paper aims to reconceptualise the literature on learning organisations, fourth blueprint management and entrepreneurialism to develop the idea of a global learning network.

Design/methodology/approach

This notion is used to highlight successful leadership and management practices used by a transnational organisation to respond to change in a way that fosters entrepreneurial action.

Findings

The author has identified al‐Qaeda as a pertinent and timely example through which to examine this new perspective because of its unique culture and enabling structure that encourage members to act as both “environmental scanners” and agents of influence in affecting change.

Originality/value

The al‐Qaeda case study illustrates how the four elements of metastrategic design – namely: vision, identity, configuration, and action – can operate to sustain organisational learning and renewal for more conventional transnational organisations.

Citation

Harrison, M. (2005), "What makes al‐Qaeda a global learning network?", Foresight, Vol. 7 No. 1, pp. 4-10. https://doi.org/10.1108/14636680510581286