The Learning Organization: Volume 30 Issue 3

Politics-based knowledge legitimation model: power exercise in organizational learning

Yoshinobu Nakanishi

The purpose of this study is to propose a model of knowledge legitimation in organizational learning focusing on the relationship between power politics and legitimacy.

Organizational transformation in crisis: learning from emergent patterns of knowing and organizing

Virginia Andres, Dongcheol Heo

Complex crises affect tightly coupled systems making them highly unpredictable. This paper aims to determine how organizations learn from their crisis experience shaping their…

Transformational leadership and learning flows

Krishnan Hariharan, Vivek Anand

This study aims to examine how transformational leadership impacts learning flows that are critical for enhancing the learning capabilities of organizations.

Creating a learning organization through a co-generative learning process – a Nordic perspective

Hanne Finnestrand

This paper aims to demonstrate how the Nordic model, featuring highly regulated trade union–employer collaboration, has enabled the building of learning organizations through a…

Library as a learning organization: the influence of leadership skills on organizational citizenship behavior at Vietnamese libraries

Quan Hoang Nguyen Tran

This study aims to investigate the impact of leadership skills (technical, human and conceptual) on organizational citizenship behavior in Vietnamese libraries and the role of…

Motive, mindset and opportunity: exploring leader ambidexterity factors in health-care

Joana Kuntz, Jennifer Hoi Ki Wong, Susan Budge

Ambidexterity increases an organisation’s capability to successfully navigate dynamic and uncertain environments. While leaders are expected to model flexible learning and…

Balancing power, learning and change in learning organizations

Nataša Rupčić