TOWARDS A LEARNING ORGANIZATION: 1. THE RATIONALE

Abstract

A case study of efforts by one company in the food industry to transform itself into a “learning organization” in the face of a rapidly changing and challenging competitive environment. Develops a rationale for the “learning organization” in terms of the need for a new type of personnel (higher education, able to learn, to work without supervision, to solve problems and with good interpersonal skills) and a new type of leadership. A second part (next issue of this journal) will detail the actual training interventions.

Citation

Barrow, M.J. and Loughlin, H.M. (1992), "TOWARDS A LEARNING ORGANIZATION: 1. THE RATIONALE", Industrial and Commercial Training, Vol. 24 No. 1. https://doi.org/10.1108/EUM0000000001588