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Corporations are now collaborating to meet complex global sustainability challenges, which, until recently, were considered beyond the mandate of business leaders. Multi-organizational consortia have formed, not as philanthropic efforts, but to find competitive advantage. To examine the dynamics of an early collaboration of this sort, with a view to suggesting how future inter-organizational projects might be fostered, we pursued an in-depth multi-method case study of “The Sustainability Consortium.” The Consortium has convened Fortune 50 senior managers since 1998. Our analysis uncovers the primacy of “Relational Space” – a rich context for aspirational trust and reflective learning across organizational boundaries, which is enabled by, and in turn gives rise to, collaborative projects. Within this space, an ecology of organizational leaders committed to sustainability can accomplish together what would be impossible in their individual organizations. We explain the viability of this collaboration.

The purpose of this chapter is to show how organizational change could be applied to local public libraries in a post-war country, in this case Kosovo. After decades under the communist system and a decade of conflict and political instability, Kosovo gained its independence in February 2008. Local libraries in Kosovo, fully developed under the previous communist system, almost collapsed in the post-communist period, which was characterized by conflicts that finally ended with the NATO bombing in 1999. They are now trying to catch up to western styles of work and development, trying to function within a region still governed by the UN, secured by NATO forces, and dealing with library users who have increased significantly their expectations of library services.

The primary goal of the present chapter is to analyze and evaluate the importance and significance of human capital in fostering company resilience through the process of learning. In addition to the inherent interconnectedness between organizational resilience and learning organizations, there appears to be less understanding regarding the impact of learning organizations on organizational resilience. To present a succinct overview of the findings, a thorough analysis of empirical studies on organizational resilience and the notion of a learning organization was conducted. The outcomes of the research reveal a learning organization ensures its effective response to unexpected events, crises and challenging conditions. The implementation of ongoing learning initiatives fosters employee engagement and enhances the overall resilience of the organization. To enhance resilience, confront difficulties directly, endure and prosper, organizations must actively acquire knowledge and skills to adapt. Learning organizations cultivate a skilled workforce, which afterwards serves as a robust defence against unfavourable circumstances. The primary objective of this study is to investigate and provide answers to the following research inquiries by conducting an analysis of empirical research on learning organization and organizational resilience: (1) What are the fundamental themes identified in the literature on these concepts? (2) How are learning organization and organizational resilience interconnected? Firstly, defining the concept of resilient enterprises is crucial. Secondly, understanding the concept of learning organizations holds significant importance and the significance of fostering a learning organizational culture to enhance organizational resilience.

Julia Balogun is the Professor Sir Roland Smith Chair in strategic management at Lancaster University Management School (UK) and a fellow of the Advanced Institute for Management (AIM). Julia's research and consulting centers on strategy development, strategic change and transformation. She has a particular interest in how large corporations transform themselves to both retain and regain competitive advantage in the face of declining performance and is increasingly interested in how this achieved in multinational corporations. She adopts a sociological perspective to explore strategizing in organizations, and is convenor of the EGOS standing working group on Strategy as Practice and one of the founder members of the new Strategizing, Activities and Practice Interest Group at the Academy. Her research has been published in journals such as Academy of Management Journal, Journal of Management Studies, Organization Studies and Long Range Planning. Julia serves on the editorial boards of several leading journals, including Academy of Management Journal, Organization Science, Journal of Management Studies, and Long Range Planning.