|Title:||Do Organizations Learn When Employees Learn Development and Learning in Organizations|
|Keywords:||Collaborative work environments|
Theory of meaning structures
|Citation:||Do Organizations Learn When Employees Learn? Development and Learning in Organizations, 25(6), pp.6 - 9. [ERA (Excellence in Research Assessment for Australia), ACPHIS Rank C]|
|Abstract:||Purpose – The purpose of this paper is to conceptualize the link between individual learning and organizational learning and offer guidelines to harness the individual capability of learning for organizational objectives. Design/methodology/approach – This is a conceptual paper using arguments from the theory of meaning structures. Findings – The author shows that, learning, whether organizational or individual, is about the construction and accessibility of meaning, and that such processes thrive in a culture which fosters collaborative team work. Research limitations/implications – The theory presents a perspective of how organizational knowledge exists in a triad – private, accessible and collective – and the interrelationships to create organizational learning. These constructs can form the building blocks for future research. Practical implications – The theory brings organizations closer to prioritizing and evaluating learning processes to ensure that they facilitate the accessibility of knowledge. Social implications – The theory can enable organizations to identify processes which inhibit the accessibility of knowledge and create the environment to promote such. Originality/value – The theory opens a new insight into viewing organizational learning from the perspective of constructing and sharing meaning structures.|
|Appears in Collections:||Department of Operations and Management Information Systems|
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