Skip to main content

Lifelong Learning and the Learning Organization

  • Chapter
International Handbook of Lifelong Learning

Part of the book series: Springer International Handbooks of Education ((SIHE,volume 6))

Abstract

The idea of a “learning organization” originated in the world of business, and spread from there across education and training, religion, government and non-government sectors, national and international. Although yet to become closely interrelated with the idea of lifelong learning, organizational learning and learning organizations provide potentially some of the most supportive contexts and value systems for lifelong learning. Just as lifelong learning is a condition for the well-being of the individual, organizational learning has become recognized as a condition for the continuing life and vitality of the organization, in who se interest it is to promote the continuing open-ended learning of its members. A strong implication is that the continuing life of the organization depends on the lifelong learning of its members. A corollary is that to the extent that individuals spend their lives working and living within organizations, the lifelong learning of individuals is dependent on organizations creating and sustaining a culture of learning — one of the feature s of a learning organization.

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 429.00
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 549.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 549.99
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

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Argote, L. (1999), Organizational Learning: Creating, Retaining and Transferring Knowledge, Kluwer, Boston.

    Google Scholar 

  • Argyris, C. (1957), Personality and Organization, Harper and Row, New York.

    Google Scholar 

  • Argyris, C. (1964), Integrating the Individual and the Organization, John Wiley, New York.

    Google Scholar 

  • Argyris, C. (1982), Reasoning, Learning and Action, Jossey-Bass, San Francisco.

    Google Scholar 

  • Argyris, C. (1990), Overcoming Organizational Defenses: Facilitating Organizational Learning, Allyn and Bacon, Boston.

    Google Scholar 

  • Argyris, C. (1993), Knowledge for Action, Jossey-Bass, San Francisco.

    Google Scholar 

  • Argyris, C. (1997), “The Next Challenge”, in The Organization of the Future: Completing Organizational Alignment for Breakthrough Results (eds) F. Hesselbein, M. Goldsmith & R. Beckard, Drucker Foundation, New York.

    Google Scholar 

  • Argyris, C. (1998), “Empowerment: The Emperor’ s New Clothes”, Harvard Business Review, May–June, pp98–107.

    Google Scholar 

  • Argyris, C. (1999), Flawed Advice and the Management Trap: How Managers Can Know When They’re Getting Good Advice and When They’re Not, Oxford University Press, New York.

    Google Scholar 

  • Argyris, C., Putnam, R. & McLain Smith, D. (1985), Action Science, Jossey-Bass, San Francisco.

    Google Scholar 

  • Argyris, C. & Schon, D.S. (1974), Theory in Practice: Increasing Professional Effectiveness. Jossey-Bass, San Francisco.

    Google Scholar 

  • Argyris, C. & Schon, D.S. (1978), Organizational Learning: A Theory of Action Perspective, Addison Wesley, Reading, Mass.

    Google Scholar 

  • Argyris, C. & Schon, D.S. (1996), Organizational Learning II: Theory, Method and Practice, Addison Wesley, Reading, Mass.

    Google Scholar 

  • Ashby, W.R. (1952), Design for a Brain, John Wiley, New York.

    Google Scholar 

  • Ashby, W.R. (1960), An Introduction to Cybernetics, Chapman and Hall, London.

    Google Scholar 

  • Bagnall, R.G. (1990), “Lifelong Education: The Institutionalisation of an Illiberal and Regressive Ideology?” Educational Philosophy and Theory, 22: (1) pp 1–7.

    Article  Google Scholar 

  • Bateson, G. (1972), Steps to an Ecology of Mind, Ballantine Books, New York.

    Google Scholar 

  • Bateson, G. (1979), Mind and Nature, Bantam Books, New York.

    Google Scholar 

  • Bechtel, W. & Abrahamson, A. (1991), Connectionism and the Mind, Blackwell, Oxford.

    Google Scholar 

  • Bolman, L.G. & Deal, T.E. (1997), Reframing Organizations, Jossey-Bass, San Francisco.

    Google Scholar 

  • Boud, D. (1998), “How Can University Work-Based Courses Contribute to Lifelong Learning?”, in (eds) J. Holford, P. Jarvis & C. Griffin, International Perspectives on Lifelong Learning, Kogan Page, London, pp213–223.

    Google Scholar 

  • Bowsher, J. (1998), Revolutionizing Workforce Performance: A Systems Approach to Mastery, Jossey-Bass, San Francisco.

    Google Scholar 

  • Candy, P.C. (1991), Self-Direction for Lifelong Learning: A Comprehensive Guide to Theory and Practice, Jossey-Bass, San Francisco.

    Google Scholar 

  • Candy, P.C., Crebert, G. & O’Leary, J. (1994), Developing Lifelong Learners Through Undergraduate Education, National Board of Employment, Education and Training Commissioned Report No. 28, Australian Government Publishing Service, Canberra.

    Google Scholar 

  • Chapman, J.D. & Aspin, D.N. (1997), The School, the Community and Lifelong Learning, Cassell, London.

    Google Scholar 

  • Davis, S. & Botkin, J. (1995), The Monster Under the Bed: How Business is Mastering the Opportunity of Knowledge for Profit, Touchstone Books, New York.

    Google Scholar 

  • Edmonson, A.C. (1996), “The Three Faces of Eden: The Persistence of Competing Theories and Multiple Diagnoses in Organizational Intervention Research”, Human Relations, 49 (5) pp571–95.

    Article  Google Scholar 

  • Flood, R.L. (1999), Rethinking the Fifth Discipline: Learning Within the Unknowable, Routledge, London.

    Google Scholar 

  • Forrester, J.W. (1961), Industrial Dynamics, Productivity Press, Cambridge, Mass.

    Google Scholar 

  • Gouillart, F.J. & Kelly, J.N. (1995), Transforming the Organization, McGraw-Hill, New York.

    Google Scholar 

  • Hager, P.J. (1998), “Lifelong Learning: From Conflict to Consensus?” Studies in Philosophy and Education, 17 (4) pp323–332.

    Article  Google Scholar 

  • Hager, P. & Beckett, D. (1998), “What Would Lifelong Learning Look Like in a Workplace Setting?” in (eds) J. Holford, P. Jarvis & C. Griffin, International Perspectives on Lifelong Learning, Kogan Page, London, pp224–235.

    Google Scholar 

  • Hamel, G. & Prahalad, C.K (1994), Competing for the Future, Harvard Business School Press, Boston.

    Google Scholar 

  • Herzberg, F., Mausner, B. & Snyderman, B. (1959), The Motivation to Work, John Wiley, New York.

    Google Scholar 

  • Hurst, D.K (1995), Crisis and Renewal: Meeting the Challenge of Organizational Change, Harvard Business School Press, Boston.

    Google Scholar 

  • Isaacs, W. (1999), Dialogue and the Art of Thinking Together, Doubleday. New York.

    Google Scholar 

  • Kaplan, R.S. & Norton, D.P. (1996), The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston.

    Google Scholar 

  • Keidel, R. (1995), Seeing Organizational Patterns: A New Theory and Language of Organizational Design, Berrett-Koehler, San Francisco.

    Google Scholar 

  • Lawson, K (1982), “Lifelong Education: Concept or Policy?” International Journal of Lifelong Education, 1 (2) pp97–108.

    Article  Google Scholar 

  • Leithwood, KA. and Louis, KS. (eds) (1998), Organizational Learning in Schools, Swets & Zeitlinger, Exton, Pennsylvania.

    Google Scholar 

  • Lewin, K. & Grabbe, P. (1945), “Conduct, Knowledge and Acceptance of New Values”, The Journal of Social Issues, 1 (3).

    Google Scholar 

  • Longworth, N. (1999), Making Lifelong Learning Work: Learning Cities for a Learning Century, Kogan Page, London.

    Google Scholar 

  • Longworth, N. & Davies, W.K (1996), Lifelong Learning: New Vision, New Implications, New Roles for People. Organizations, Nations and Communities in the 21 st Century, Kogan Page, London.

    Google Scholar 

  • Louis, K.S. (1994) “Beyond Managed Change: Rethinking How Schools Improve”, School Effectiveness and Improvement, 5 (1) pp2–24.

    Article  Google Scholar 

  • McClelland, J.L., Rummelhart, D.E. & PDP Research Group (1986), Parallel Distributed Processing: Explorations in the Microstructure of Cognition, (two volumes) MIT Press/Bradford Books, Cambridge, Mass.

    Google Scholar 

  • McGregor, D. (1960), The Human Side of Enterprise, McGraw Hill, New York.

    Google Scholar 

  • MacKenzie, K.D. (1991), The Organizational Hologram: The Effective Management of Organizational Change, Kluwer, London.

    Book  Google Scholar 

  • March, J.G. and Simon, H.A. (1958), Organizations, John Wiley, New York.

    Google Scholar 

  • March, J.G. (1988), “Organizational Learning”, American Review of Sociology, 14, pp319–40, reprinted in

    Article  Google Scholar 

  • J.G. March (1999), The Pursuit of Organizational Intelligence, Blackwell, au]Malden, Mass.

    Google Scholar 

  • Marquardt, M. (1996), Building the Learning Organization, McGraw Hill, New York.

    Google Scholar 

  • Maslow, A.H. (1943), “A Theory of Human Motivation”, Psychological Review, 50, pp370–96.

    Article  Google Scholar 

  • Maslow, A.H. (1968), Toward a Psychology of Being, Van Nostrand, New York.

    Google Scholar 

  • Mayo, E. (1933), The Human Problems of an Industrial Civilization, Macmillan, New York.

    Google Scholar 

  • Mohrman, A.M. and Mohrman, S.A. (1998), Catalyzing organizational change and learning: The role of performance management, in (eds) S.A. Mohrman, J.A. Galbraith & E.E. Lawler (1998), Tomorrow’ s Organization: Crafting Winning Capabilities in a Dynamic World, Jossey-Bass, San Francisco.

    Google Scholar 

  • Morgan, G. (1986), Images of Organization, Sage, Newbury Park.

    Google Scholar 

  • Morgan, G. (1988), Riding the Waves of Change: Developing Managerial Competencies for a Turbulent World, Jossey-Bass, San Francisco.

    Google Scholar 

  • Morgan, G. (1989), Creative Organization Theory: A Resource Book, Sage, Newbury Park.

    Google Scholar 

  • Morgan, G. (1993), Imaginization: New Mindsets for Seeing, Organizing and Managing, Sage, Newbury Park.

    Google Scholar 

  • Mulford, W.R (1998), “Organizational Learning and Educational Change” in International Handbook of Educational Change (eds) A. Hargreaves, A. Lieberman & D. Hopkins, Kluwer Academic Publishers, London, pp616–641.

    Google Scholar 

  • Nadler, D., Gerstein, M. & Shaw, R (eds) (1992), Organizational Architecture, Jossey-Bass, San Francisco.

    Google Scholar 

  • Nowlen, P.M. (1988), A New Approach to Continuing Education in Business and the Professions: The Performance Model, Macmillan, New York.

    Google Scholar 

  • OECD (Organization for Economic Cooperation and Development) (1996), Lifelong Learning for All, OECD/CERI, Paris.

    Google Scholar 

  • Peters, T.J. (1987), Thriving on Chaos, Knopf, New York.

    Google Scholar 

  • Pfeffer, J. (1997), New Directions in for Organization Theory: Problems and Prospects, Oxford University Press, New York and Oxford.

    Google Scholar 

  • Pieters, G.R. and Young, D.W. (2000), The Ever-Changing Organization: Creating the Capacity for Continuous Change, Learning and Improvement, St Lucie Press, Boca Raton, Florida.

    Google Scholar 

  • Putnam, R. (1993), “Unlocking Organizational Routines That Prevent Learning”, The Systems Thinker, 4 (6).

    Google Scholar 

  • Richardson, G. (1990), Feedback Thought in Social Science and Systems Theory, University of Pennsylvania Press, Philadelphia.

    Google Scholar 

  • Robinson, D.G. and Robinson, J.C. (1995), Performance Consulting: Moving Beyond Training, Berrett-Koehler, San Francisco.

    Google Scholar 

  • Rummier, G.A. & Brache, A.P. (1995), Improving Performance: How to Manage the White Space on the Organization Chart, Second edition, Jossey-Bass, San Francisco.

    Google Scholar 

  • Rylatt, A. (2000), Learning Unlimited, Second edition, Business and Professional Publishing, Sydney.

    Google Scholar 

  • Schein, E.H. (1992), Organizational Culture and Leadership, Revised edition, Jossey-Bass, San Francisco.

    Google Scholar 

  • Schied, F.M., Howell, S.L., Carter, V.K. and Preston, J.A. (1998), “Creating Contingency Workers: A Critical Study of the Learning Organization”, in (eds) J. Holford, P. Jarvis & C. Griffin, International Perspectives on Lifelong Learning, Kogan Page, London, pp280–290.

    Google Scholar 

  • Schon, D.S. & Rein, M. (1994), Frame Reflection: Toward the Resolution of Intractable Policy Controversies, Basic Books, New York.

    Google Scholar 

  • Schwandt, D.R. & Marquardt, M.J. (2000), Organizational Learning: From World Class Theories to Global Best Practices, St Lucie Press, Boca Raton, Florida.

    Google Scholar 

  • Senge, P.M. (1990a), The Fifth Discipline: The Art and Practice of the Learning Organization, New York: Doubleday.

    Google Scholar 

  • Senge, P.M. (1990b), “The Leader’s New Work: Building Learning Organizations”, Sloan Management Review, 32 (1) pp723.

    Google Scholar 

  • Senge, P., Roberts, C. Ross, R., Smith, B. & Kleiner, A. (1994), The Fifth Discipline Fieldbook, Doubleday, New York.

    Google Scholar 

  • Senge, P.M., Kleiner, A., Roberts, C., Ross, R, Roth, G., & Smith, B. (1999), The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations Doubleday, New York.

    Google Scholar 

  • Senge, P.M. & Sterman, J.D. (1994), “Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future”, in (eds) J.D. Morecroft & J.D. Sterman Modelling for Learning Organizations, Productivity Press, Portland, pp195–216.

    Google Scholar 

  • Sterman, J.D. (1994), “Learning in and about Complex Systems”, Systems Dynamics Review, 10 (23), pp291–330.

    Article  Google Scholar 

  • Tosey, P. & Nugent, J. (1998), “Beyond the Threshold: Organizational Learning at the Edge”, in (eds) J. Holford, P. Jarvis & C. Griffin, International Perspectives on Lifelong Learning, Kogan Page, London, pp269–279.

    Google Scholar 

  • Vaill, P.B. (1989), Managing as a Performing Art: New Ideas for a World of Chaos, Jossey-Bass, San Francisco.

    Google Scholar 

  • Vaill, P.B. (1998), Learning as a Way of Being, Jossey-Bass, San Francisco.

    Google Scholar 

  • von Bertalanffy, L. (1950), “The Theory of Open Systems in Physics and Biology”, Science, 3, pp23–29.

    Article  Google Scholar 

  • von Bertalanffy, L. (1968), General Systems Theory: Foundations, Development. Applications, Braziller, New York.

    Google Scholar 

  • Watkins, K.E. and Marsick, V.J. (1993), Sculpting the Learning Organization, Jossey-Bass, San Francisco.

    Google Scholar 

  • Weber, M. (1947), The Theory of Social and Economic Organization, Oxford University Press, London.

    Google Scholar 

  • Weick, K. (1979), The Social Psychology of Organizing, Second edition, Addison-Wesley, Reading, Mass.

    Google Scholar 

  • Wiener, N. (1961), Cybernetics, MIT Press, Cambridge, Mass.

    Google Scholar 

  • Wilber, K. (1982) (ed.), The Holographic Paradigm and Other Paradoxes, Shambala, Boulder.

    Google Scholar 

  • Zohar, D. (1997), Rewiring the Corporate Brain, Berrett-Koehler, San Francisco.

    Google Scholar 

  • Zuboff, S. (1988), ln the Age of the Smart Machine: The Future of Work and Power, Basic Books, New York.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2001 Springer Science+Business Media Dordrecht

About this chapter

Cite this chapter

Walker, J. (2001). Lifelong Learning and the Learning Organization. In: Aspin, D., Chapman, J., Hatton, M., Sawano, Y. (eds) International Handbook of Lifelong Learning. Springer International Handbooks of Education, vol 6. Springer, Dordrecht. https://doi.org/10.1007/978-94-010-0916-4_31

Download citation

  • DOI: https://doi.org/10.1007/978-94-010-0916-4_31

  • Publisher Name: Springer, Dordrecht

  • Print ISBN: 978-94-010-3816-4

  • Online ISBN: 978-94-010-0916-4

  • eBook Packages: Springer Book Archive

Publish with us

Policies and ethics