The Learning Organization: Volume 11 Issue 3

Lessons from the desert: Integrating managerial expertise and learning for organizational transformation

George Roth

Reflection upon a field study of a corporate transformation provides insights into the application and integration of organizational learning theory and frameworks with local…

Virtual learning effectiveness: An examination of the process

Peter W. Stonebraker, James E. Hazeltine

This study defines, examines, and measures the effectiveness of a corporate virtual learning program. Initially, distinctions between traditional and virtual learning and…

Advancing project management in learning organizations

Lynda Bourne, Derek H.T. Walker

Effective project managers are required to have both “hard” technical skills to help control the iron triangle of time, cost and functional scope as well as relationship…

The link between self‐managed work teams and learning organisations using performance indicators

Joe Power, Di Waddell

Both the learning organization literature and the self‐managed work team literature have alluded to the potential links between teamwork and learning. However, as yet the link…

Assessing team climate by qualitative and quantitative approaches: Building the learning organization

Pamela Loewen, Robert Loo

This study used the team climate inventory (TCI) to create awareness of the multidimensional nature of team climate, to diagnose the climate of teams, and to present specific…

Typologizing organizational amnesia

Rozhan Othman, Noor Azuan Hashim

This article proposes that a major problem limiting an organization's ability to develop organizational learning capacity is of organizational amnesia. To understand…

Viewing learning organizations through a social learning lens

Sharon Mavin, Steven Cavaleri

Offers the view that learning in organizations is mainly a social activity because work is most often done by people in the context of communicating with others. Briefly assesses…

e‐Learning Fieldbook

Roger Collins