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The purpose of this article is to build a new frame of reference for exploring the value of hierarchy as a learning platform as organizations move away from bureaucracies and toward complex adaptive behavior.

Observations of the behaviors of horses and the hierarchical structure within which they function are introduced to explore the value of hierarchy as a learning platform. The concepts of bureaucracy and hierarchy are juxtaposed based on a literature review. Moving to individual learning, functioning space is introduced and then extrapolated across to organizations. Finally, these interwoven ideas are used to pose questions.

The paper posits that recognition of the distinction between hierarchy and bureaucracy places us in a framework to reap the benefits of hierarchy in our thinking, talking and acting as our organizations move toward complex adaptive behavior.

This paper discusses important distinctions between hierarchy and bureaucracy in support of a learning framework. It also introduces the relationship of thinking, talking and acting to our functioning space.

The purpose of this paper is to explore the relationships among knowledge, wisdom, consciousness and extraordinary consciousness.

After introducing knowledge, this paper provides: a short review of the literature on the concept of wisdom; an introduction to the concepts of ordinary and extraordinary consciousness; and a brief exploration of the relationships among these concepts.

Tacit knowledge is in relationship to wisdom. Since extraordinary consciousness by definition is heightened sensitivity to, awareness of, and connection with our unconscious mind, extraordinary consciousness is in support of wisdom.

Introduces concept of extraordinary consciousness.

This paper aims to demonstrate how people's memes of life help them make sense out of what might initially be considered new or “foreign” concepts.

This short paper uses a conversational approach to introduce the concept of memes of life, work through a thought experiment engaging a random headline from The Times in Print, and reflect on the role these memes of life play in one's learning and growth.

This paper suggests that, by identifying recurring thought patterns that help us make sense of the world and understanding their evolving nature, one can more consciously participate in constructing one's lens to the world.

This paper connects the concepts of memes, associative patterning, learning threshold and sense‐making through a thought experiment.

This article aims to build on the unique relationship between stories and organizations to explore the use of stories as strategy and strategy as stories.

First, various uses of stories as strategy are explored. This is followed by an application example from the US Department of Navy. Finally, some potential concerns are addressed.

Stories may be used as a specific strategy themselves, in support of a particular strategy, as part of a generic strategy of learning as one goes, or to jump‐start a new strategy.

This work offers new ways to strategically engage the use of stories as strategies for knowledge transfer and organizational learning.

The purpose of this article is to discuss the important distinctions between organizational and individual learning.

Important distinctions between organizational and individual learning are explored before presenting five elements of the learning organization.

Three underlying principles are provided as a launching point for future exploration: a learning organization is a knowledge organization; a learning organization is more than the sum of individual learning; and a learning organization is constantly changing and never at maximum efficiency.

This paper discusses the important distinctions between organizational and individual learning.

The purpose of this article is to provide an integrated framework including knowledge management (KM), organizational learning (OL), and information and communication technologies (ICT).

A synthesis of the existing literature with preliminary supporting empirical evidence reported is presented in the article.

A theoretical framework is developed.

The results of the article can be used to guide ongoing research in the area of KM, OL, and ICT.

The paper makes a contribution to understanding in the fields of KM and OL in particular and ICT secondarily.

The purpose of this paper is to summarize the results of the first enterprise of the future industry roundtable. The purpose of the roundtable was to identify the major areas of research needed to help organizations transform themselves in order to achieve sustainable performance in a flat world.

The agenda consisted of individual presentations by thought leaders, followed by a roundtable discussion.

The group concluded that in order to help organizations transform themselves, a focused research effort was required in the following four areas; transformation through the co‐creation of new business ecosystems and strategies; new, non‐hierarchical organizational designs; creating ideal environments for attracting, retaining, and growing talent; integrating a myriad of technology components into a unified infrastructure.

Enterprise transformation is an expensive and risky undertaking. These findings provide an initial set of the most critical research areas needed for successful transformation. Decision makers can use these results as a guide for planning their future research agenda.