Capturing organizational learning

Abstract

Relates the process of organizational change to the opportunities to align strategy and learning that this affords. Argues that an embedded system for accredited action learning is needed to ensure that both personal and organizational learning can flourish in tandem and concludes that a learner‐centred knowledge network is the best way to capture and utilize “experience from doing” as well as “new knowledge” generated by learners as they find, develop and implement solutions to problems.

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