The Learning Organization: Volume 13 Issue 1

Things are not always what they seem: How reputations, culture, and incentives influence knowledge transfer

Leyland M. Lucas, dt ogilvie

The purpose of this paper is to illuminate the question ”given all that we know about knowledge transfer in organizations, why do problems persist?” This is achieved by examining…

Organisational learning and organisational design

Carla Curado

The purpose of this paper is to explore a new idea presenting the possible relationship between organisational learning and organisational design.

Linking shared organisational context and relational capital through unlearning: An initial empirical investigation in SMEs

Juan G. Cegarra‐Navarro, Frank W. Dewhurst

The environment provided by an organisation to facilitate learning and create knowledge has been defined as the shared organisational context. The value to an organisation of…

Human resource development in construction organisations: An example of a “chaordic” learning organisation?

Ani B. Raidén, Andrew R.J. Dainty

The concept of the learning organisation (LO) is associated with an advanced approach to human resource development (HRD) characterised by an ethos of self‐responsibility and…

Applying project histories and project learning through knowledge management in an Australian construction company

Tayyab Maqsood, Andrew Finegan, Derek Walker

With the advent of information and communication technologies (ICT), some organisations have endeavoured to develop and maintain systems commonly known as project histories. This…

An examination of educational institutions' knowledge performance: Analysis, implications and outlines for future research

Naresh Kumar, Khairuddin Idris

This study aims to explore the relationships between learning organisation dimensions, institutional characteristics and knowledge performance among Malaysian private higher…

Editorial

Steven Walczak