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This paper aims to define a theory of practice in successfully implementing management‐communication practices in the service of organizational learning.

A combination of research methods, both quantitative and qualitative, was used in gathering and analyzing data.

Three principles in creating a supportive environment conducive to employee empowerment and participative decision making enable organizational learning.

The study provides empirical findings in support of current theoretic knowledge in organizational learning and empowerment.

The paper partly rectifies that little research has investigated the enabling structures and processes to manage the environment that surrounds and supports employee participative decision making and new learning to occur at the individual and collective level within a health care setting.