Socially constructed learning: a commentary on the concept of the learning organisation

Abstract

Applies a socially‐constructed perspective on cognition and learning to learning organisations. Explains socially‐constructed cognition, learning and the concept of a learning organisation‐personal mastery, mental models, shared vision, team learning and systems thinking. Based on Australian cases and research, it outlines the enterprise culture, the learning university and workplace learning. Examines the possible key role of consultants in promoting organisational learning. Argues that a major shift in thinking about HR has to take place to support learning organisations. Outlines future areas for research: redefinition of concepts such as team thinking and team learning to incorporate the study of constraints; the study of the physical environments which hinder/support learning organisations and further investigation of work group cultures.

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