The Learning Organization: Volume 19 Issue 2

The relationship between learning capability and organizational performance: A meta‐analytic examination

Swee C. Goh, Catherine Elliott, Tony K. Quon

The purpose of this paper is to present a meta‐analysis of a subset of published empirical research papers that measure learning capability and link it to organizational…

I learned more than I taught: the hidden dimension of learning in intercultural knowledge transfer

Fang Chen, Hari Bapuji, Bruno Dyck, Xiaoyun Wang

Although knowledge transfer is generally conceived as a two‐way process in which knowledge is transferred to and from the knowledge source, research has tended to focus on the…

The “organization” as an interdisciplinary learning zone: Using a strategic game to integrate learning about supply chain management and advertising

Anshu Saxena Arora

The research study seeks to explore the relationship among strategic gaming, the learning organization model and approach, and transfer of learning as key success strategies for…

Using cognitive conflict to promote the use of dialectical learning for strategic decision‐makers

Jeffrey G. Woods

The purpose of this paper is to develop a conceptual model that uses dialectical inquiry (DI) to create cognitive conflict in strategic decision‐makers for the purpose of…

New tools for learning: a case of organizational problem analysis derived from debriefing records in a medical center

Vered Holzmann, Shoshana Mischari, Shoshana Goldberg, Amitai Ziv

This article aims to present a unique systematic and validated method for creating a linkage between past experiences and management of future occurrences in an organization.

Universities: can they be considered as learning organizations?: A preliminary micro‐level perspective

Ozlem Bak

The purpose of this study is to explore a department in a UK higher education (HE) institute based on Senge's five characteristics of learning organizations.