Journal ArticleDOI
A collective organizational learning model for organizational development
TLDR
In this article, the authors applied a typological review for systematically analyzing current organizational learning models aiming to modify and create a new collective model, which covers the strengths of existing approaches from which the fundamental 3Ps (i.e. principles, purposes and processes of organizational learning) concept is derived from incorporating a development perspective of organizational trajectories and technological innovations.Abstract:
Organizational learning is traditionally structured with conventional in-house learning models aiming to equip employees with practical skills for operational needs. In contrast, contemporary goals emphasize unstructured organizational learning provided with learning environments to facilitate employees’ formal and informal knowledge creation. Therefore, the conventional organizational learning models are facing tremendous challenges, and it is crucial to change the traditional modes of practice into a new approach of collective learning and knowledge transfer. As well, the emergence of innovative business environments and tacit knowledge-based society urges a new form of organizational learning model to cope with employees’ learning, knowledge transfer and even knowledge management. The paper aims to discuss these issues.,In this study, the authors’ team applied a typological review for systematically analyzing current organizational learning models aiming to modify and create a new collective model.,The new model covers the strengths of existing approaches from which the fundamental 3Ps (i.e. principles, purposes and processes of organizational learning) concept is derived from incorporating a development perspective of organizational trajectories and technological innovations.,The authors envisage that the new model can facilitate organizations to assess and adapt their organizational learning needs and orientations by applying this organic and dynamic model which emphasizes assessment in relation to the competitive environment, technological trends and organizational growth.read more
Citations
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Book
The knowledge-creating company
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI
Employee turnover intentions and job performance from a planned change: the effects of an organizational learning culture and job satisfaction
Chun-Yu Lin,Chung-Kai Huang +1 more
TL;DR: Li et al. as mentioned in this paper investigated the relationships among an organizational learning culture (OLC), job satisfaction, turnover intentions and job performance during organizational change and found that employees with a higher level of job satisfaction tended to fulfill their own job duties and showed fewer turnover intentions, while job satisfaction had a negative impact on employee turnover intentions but a positive impact on job performance.
Journal ArticleDOI
Organisational learning, learning organisation, and learning orientation: An integrative review and framework
TL;DR: In this paper, the authors track the interdisciplinary flow of knowledge by applying a structural methodology called Systematic Literature Network Analysis (SLNA) to track the overall evolution of OL literature along with the inter-related concepts of learning organisation and organisational learning orientation.
Journal ArticleDOI
Microlearning: A New Learning Model:
Mary Jo Dolasinski,Joel Reynolds +1 more
TL;DR: A new learning model that integrates performance workflow and microlearning is proposed, an approach that focuses on a single concept, utilizing multisensory and multimodality in a focused short amount of time.
References
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Book ChapterDOI
The iron cage revisited institutional isomorphism and collective rationality in organizational fields
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI
Social learning theory
TL;DR: In this article, an exploración de the avances contemporaneos en la teoria del aprendizaje social, con especial enfasis en los importantes roles que cumplen los procesos cognitivos, indirectos, and autoregulatorios.
Book
The Knowledge Creating Company
TL;DR: The Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees as discussed by the authors.
Journal ArticleDOI
The fifth discipline - the art and practice of the learning organization
TL;DR: Senge's Fifth Discipline is a set of principles for building a "learning organization" as discussed by the authors, where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nutured, where collective aspiration is set free, and where people are contually learning together.