Article2006

Organisational learning and organisational design

94 citations0/0 files storedThe Learning Organization

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Organizational Learning and Leadership Innovation and Knowledge Management Innovative Education and Learning Practices

Abstract

Purpose The purpose of this paper is to explore a new idea presenting the possible relationship between organisational learning and organisational design. Design/methodology/approach The establishment of this relation is based upon extensive literature review. Findings Organisational learning theory has been used to understand several organisational phenomena, like resources and competencies, tacit knowledge or the role of memory in the organisation; however, it is difficult to identify fits and consequent misfits between organisational learning and the organisational design. Research limitations/implications This is a theoretical paper, so there is a possible limitation, regarding the lack of empirical support. Practical implications At the end of the paper a number of recommendations regarding the organisational design are suggested, in order to promote organisational learning in the firms. Originality/value This paper identifies some links between organisational learning and organisational design, providing the grounds for a subsequent development and empirically testing of those relations.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1997Dynamic capabilities and strategic management 1991Exploration and Exploitation in Organizational Learning 1991The fifth discipline, the art and practice of the learning organization 1994A Dynamic Theory of Organizational Knowledge Creation 1998The Knowledge-Creating Company 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 2006The Core Competence of the Corporation

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