Skip to main content

Abstract

Organizational learning (OL) is an expansive and diverse field with influences that involves sociology, psychology, philosophy, business management, and many others disciplines. While there is no one definition to this concept, the concept of organizational learning is commonly described a process of developing, retaining, and transferring knowledge within an organization. This chapter provides an overview on the various notions of organizational learning, from the different theoretical perspectives. The association of OL and knowledge management (KM) is also discussed.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Argyris C, Schon D (1978, 1996). Organizational learning II: theory, method, and practice. Addison-Wesley, Reading, MA

    Google Scholar 

  • Atul G, Glen T (2001) Organizational learning in a high-tech environment: from theory to practice. Ind Manag Data Syst 101(9):502–507

    Article  Google Scholar 

  • Crossan MM, Lane HW, White RE, Djurfeldt L (1995) Organizational learning: dimensions for a theory. Int J Organ Anal 3(4):337–360

    Article  Google Scholar 

  • Cyert RM, March JG (1963) A behavioural theory of the firm, vol 2. Englewood Cliffs, NJ, pp 169–187

    Google Scholar 

  • Daft RL, Weick KE (1984) Towards a model of organization as interpretation systems. Acad Manag Rev 9(2):284

    Article  Google Scholar 

  • Daft RL, Sormunen J, Parks D (1988) Chief executive scanning, environmental characteristics and company performance: an empirical study. Strateg Manag J 9(2):123

    Article  Google Scholar 

  • Dixon NM (1992) Organizational learning: a review of the literature with implications for HRD professionals. Hum Resour Dev Q 3(1):29–49. https://doi.org/10.1002/hrdq.3920030105

    Article  Google Scholar 

  • Dodgson M (1993) Organizational learning: a review of some literatures. Organ Stud 14(3):375–394. https://doi.org/10.1177/017084069301400303

    Article  Google Scholar 

  • Dutton JM, Thomas A (1984) Treating progress functions as a managerial opportunity. Acad Manag Rev 9(2):235–247

    Article  Google Scholar 

  • Easterby-Smith M (1997) Disciplines of organizational learning: contributions and critiques. Hum Relat 50(9):1085

    Google Scholar 

  • Flood P, MacCurtain S, West M (2001) Effective top management teams: an international perspective. Blackhall Publishing, Dublin

    Google Scholar 

  • Foil M, Lyles M (1985) Organizational learning. Acad Manag Rev 10(4):803–813

    Article  Google Scholar 

  • Fulmer RM, Gibbs P, Keys JB (1998) The second-generation learning organizations: new tools for sustaining competitive advantage. Organ Dyn 27(2):7–20

    Article  Google Scholar 

  • Garratt B (1999) The learning organization 15 years on: some personal reflections. Learn Organ 6(5):202

    Article  Google Scholar 

  • Garvin DA (1994) Building a learning organization. Bus Credit 96(1):19

    Google Scholar 

  • Hedberg B (1981) How organizations learn and unlearn. In: Nystorm P, Starbuck W (eds) Handbook of organizational design. Routledge, London, p 8 (another in Oxford University Press, pp 1–27)

    Google Scholar 

  • Issacs WN (1993) Taking flight: dialogue, collective thinking and organizational learning. Org Dyn 22(2):24–39

    Article  Google Scholar 

  • Katzenbach JR, Smith DK (1993) The discipline of teams. Harvard Bus Rev 71(2):111–120

    Google Scholar 

  • Kim DH (1993) The link between individual and organizational learning. Sloan Manag Rev 35:37–50

    Google Scholar 

  • Law KMY, Chuah KB (2015) PAL driven organizational learning: theory and practices: a light on learning journey of organizations. Springer, Berlin

    Google Scholar 

  • Lynn GS, Reilly RR, Akgun AE (2000) Knowledge management in new product teams: practices and outcomes. IEEE Trans Eng Manag 47(2):221–231. https://doi.org/10.1109/17.846789

    Article  Google Scholar 

  • Meyer MA (1994) The dynamics of learning with team production implications for task assignment. Quart J Econ 109(4):1157–1184

    Article  Google Scholar 

  • Mumford A (1992) Individual and organizational learning: the pursuit of change. Manag Decis 30(6):143

    Article  Google Scholar 

  • Nonaka I (1994) A dynamic theory of organizational knowledge creation. Organ Sci 5(1):14–37

    Article  Google Scholar 

  • Nonaka I, Takeuchi K (1995) The knowledge creating company: how Japanese companies create the dynamics of innovation. Oxford University Press, Oxford

    Google Scholar 

  • Nonaka I, Takeuchi H (2006) Organizational knowledge creation. In: Creative management and development, 3rd edn. pp 64–81

    Google Scholar 

  • Örtenblad A (2004) The learning organization: towards an integrated model. Learn Organ 11(2):129–144. https://doi.org/10.1108/09696470410521592

    Article  Google Scholar 

  • Pedler M, Aspinwall K (1998) A concise guide to the learning organization. Lemos & Crane, London

    Google Scholar 

  • Pemberton JD, Stonehouse GH, Yarrow DJ (2001) Benchmarking and the role of organizational learning in developing competitive advantage. Knowl Process Manag 8(2):123–135

    Article  Google Scholar 

  • Poell RF, Van der Krogt FJ (2003) Project-based learning in organizations: towards a methodology for learning in groups. J Workplace Learn 15(5):217–228

    Article  Google Scholar 

  • Revans RW (1982) The origins and growth of action learning. Chartwell Bratt, Bromley

    Google Scholar 

  • Revans RW (1983) Action learning: the skills of diagnosis. Manag Decis 21(2):46–52. https://doi.org/10.1108/eb001315

    Article  Google Scholar 

  • Roth G, Kleiner A (1998) Developing organizational memory through learning histories. Organ Dyn 27(2):43–60

    Article  Google Scholar 

  • Senge P (1990) The fifth discipline: the art and practice of the learning organization. Doubleday, New York, NY

    Google Scholar 

  • Senge P (1992) The fifth discipline: the art and practice of the learning organization. Doubleday, New York, NY

    Google Scholar 

  • Shrivastava P (1983) A typology of organizational learning systems. J Manag Stud 20(1):7

    Article  Google Scholar 

  • Smith PAC (1999) The learning organization ten years on: a case study. Learn Organ 6(5):217–224

    Article  Google Scholar 

  • Smith PAC, O’Neil J (2003) A review of action learning literature 1994–2000: part 1—bibliography and comments. J Workplace Learn 15(2):63–69. https://doi.org/10.1108/13665620310464102

    Article  Google Scholar 

  • Teare R, Ingram H, Prestoungrange G, Sandelands E (2002) High performance learning at work. Int J Contemp Hospitality Manag 14(7):375–381

    Article  Google Scholar 

  • Wang CL, Ahmed PK (2003) Organizational learning: a critical review. Learn Organ 10(1):8

    Article  Google Scholar 

  • Weick KE (1991) The nontraditional quality of organizational learning. Organ Sci 2(1):116

    Article  Google Scholar 

  • Weick KE (1996) The role of renewal in organizational learning. Int J Technol Manag 11(7–8):738–746

    Google Scholar 

  • Yeo R (2002) Learning within organizations: linking the theoretical and empirical perspectives. J Workplace Learn 14(3):109–122

    Article  Google Scholar 

  • Yeo R (2003) The tangibles and intangibles of organizational performance. Team Perform Manag Int J 9(7/8):199–204

    Article  Google Scholar 

  • Yeo RK (2006) Building knowledge through action systems, process leadership and organizational learning. Foresight 8(4):34–44. https://doi.org/10.1108/14636680610682021

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Kris M. Y. Law .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2020 Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Chuah, K.B., Law, K.M.Y. (2020). What Is Organizational Learning?. In: Law, K., Chuah, K. (eds) Project Action Learning (PAL) Guidebook: Practical Learning in Organizations. Springer, Cham. https://doi.org/10.1007/978-3-030-23997-8_1

Download citation

  • DOI: https://doi.org/10.1007/978-3-030-23997-8_1

  • Published:

  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-030-23996-1

  • Online ISBN: 978-3-030-23997-8

  • eBook Packages: EngineeringEngineering (R0)

Publish with us

Policies and ethics