The Learning Organization: Volume 28 Issue 1

Understanding change in circulating constructs: collective learning, translation and adaptation

Arild Wæraas

This paper compares the research traditions of organizational translation studies and adaptation studies. The purpose of this paper is to identify differences and similarities in…

Sustainable organisational learning in sustainable companies

Cinzia Battistella, Lucia Cicero, Nadia Preghenella

The purpose of this study is to extend the knowledge on sustainable organisational learning (OL) in sustainable companies.

Critical realism and organizational learning

Louise Brøns Kringelum, Jacob Brix

This study aims to investigate the implications of applying critical realism to the study of organizational learning. It considers critical realism as an alternate theoretical…

Power asymmetry, egalitarianism and team learning – part II: empirical examination of the moderating role of environmental hardship

Ruchi Sinha, Christina Stothard

This paper aims to clarify under which conditions, and via what mechanisms, power asymmetry is likely to affect team learning. This work is part of a two-paper series. Part I…

The learning organization from a pragmatist perspective

Bente Elkjaer

This paper aims to contribute to the debate on what is a learning organization (LO). The author proposes that pragmatist philosophy may be a source of inspiration in this endeavor.

A learner-centric model of learning organizations

Devi Akella

This paper aims to contribute by placing the missing “learner agent” within the entire process of learning. To understand under what social conditions, it is possible to develop…

Do learning organizations learn? Higher education institutions and pandemic response strategies

Michael T. Miller

This study was designed to address the problem of how higher education institutions, as organizations designed to promote learning, responded to the COVID pandemic and the…

Putting the learning organization into practice

Simon Reese

Learn or Die: Using Science to Build a Leading-Edge Learning Organization

Timothy Russell Shives