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What is Learning Organization

Chapter 40
Handbook of Research on Engineering Education in a Global Context
An organization that creates, acquires, transfers and retains knowledge. It is able to successfully modify its behavior to reflect new knowledge or projects.
Published in Chapter:
Flexible Educational Program for Managerial Engineering Personnel in Innovation
Anna Maltseva (Tver State University, Russia)
Copyright: © 2019 |Pages: 11
DOI: 10.4018/978-1-5225-3395-5.ch040
Abstract
This chapter raises the issues of development of continuous education of managerial engineering personnel in industrial companies. The case of designing implementation of the additional education program for the course “Innovation Management” with flexible learning paths was considered. This case was created on the basis of the Foresight study's results of current and future development challenges facing LLC Lihoslavl Factory “Svetotechnika.” The results of the survey of the audience—heads of structural enterprise's subdivisions—were shown. They demonstrated the need for organizational learning, as well as the most appropriate forms and instruments of its implementation.
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Chapter 10
A Dynamic Capability to Determine Business Performance in the Post-COVID-19 Era: Organizational Agility
Organizations that can provide information from internal and external sources at the right place and time, use it appropriately at the organizational scale in response to environmental changes, and produce knowledge again for sustainable competitive advantage.
Published in Chapter: A Dynamic Capability to Determine Business Performance in the Post-COVID-19 Era: Organizational Agility; From: Change Management During Unprecedented Times
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Chapter 21
Knowledge Management Practices in a Greek Public Sector Organization: The Case of OAED
Is a company that facilitates the learning of its members, in order to learn effectively and enhances organizational performance (or achieve the company’s objectives).
Published in Chapter: Knowledge Management Practices in a Greek Public Sector Organization: The Case of OAED; From: Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector
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Chapter 33
Curricula Frameworks for an E-Learning Catalog
An organization having a culture that systematically values continuous individual learning and shared knowledge and that consciously applies these elements to improve its quality and operating performance.
Published in Chapter: Curricula Frameworks for an E-Learning Catalog; From: Encyclopedia of Human Resources Information Systems: Challenges in e-HRM
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Chapter 39
The Roles of E-Learning, Organizational Learning, and Knowledge Management in the Learning Organizations
The organization that obtains knowledge in order to survive in a rapidly changing environment.
Published in Chapter: The Roles of E-Learning, Organizational Learning, and Knowledge Management in the Learning Organizations; From: Handbook of Research on Applied Learning Theory and Design in Modern Education
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Chapter 377
Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations
The organization that obtains knowledge in order to survive in a rapidly changing environment.
Published in Chapter: Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations; From: Encyclopedia of Information Science and Technology, Fourth Edition
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Chapter 26
Conceptualization and Evolution of Learning Organizations
Those organizations where learning and work are integrated in an ongoing and systematic fashion to sustain continuous improvement of the organization at three levels: individuals, work groups or teams, and the organization.
Published in Chapter: Conceptualization and Evolution of Learning Organizations; From: Encyclopedia of Human Resources Information Systems: Challenges in e-HRM
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Chapter 59
Conceiving a Learning Organization Model in Online Education
An organization that helps transfer learning from individuals to a group, provide for organizational renewal, keep an open attitude to the outside world, and support a commitment to knowledge.
Published in Chapter: Conceiving a Learning Organization Model in Online Education; From: Encyclopedia of Distance Learning, Second Edition
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Chapter 14
Infusing KM in Global Higher Education: How Effective KM Program Supports Critical Tacit Knowledge Retention Within a US Higher Education Institution
A learning organization has a culture that promotes communication, inquiry, feedback, mutual respect, and support for persons to transfer knowledge within the organization (Senge, 2006 AU30: The in-text citation "Senge, 2006" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ).
Published in Chapter: Infusing KM in Global Higher Education: How Effective KM Program Supports Critical Tacit Knowledge Retention Within a US Higher Education Institution; From: Knowledge Management and Research Innovation in Global Higher Education Institutions
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Chapter 21
Workplace Learning Trends: Third-Party Resources as Part of an Organizational Learning Content and Knowledge Strategy
A formal organized body created to develop key employee skills and knowledge to support organizational requirements and needs.
Published in Chapter: Workplace Learning Trends: Third-Party Resources as Part of an Organizational Learning Content and Knowledge Strategy; From: Handbook of Research on Current Trends in Cybersecurity and Educational Technology
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Chapter 22
Learning Organizations: A Path to Gain Competitive Advantage
It is the type of organization that moves with the philosophy of continuous and cooperative learning to keep up with future changes and to gain competitive advantage.
Published in Chapter: Learning Organizations: A Path to Gain Competitive Advantage; From: Handbook of Research on Contemporary Approaches in Management and Organizational Strategy
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Chapter 5
Knowledge Management and the Competitiveness of Learning Organizations
The learning organization is a professional organization that learns from its own professional practices, but beyond that, it adapts, evolves, creates, and recombines knowledge. It develops its own skills through its professional experience, rich in its successes and defeats.
Published in Chapter: Knowledge Management and the Competitiveness of Learning Organizations; From: Handbook of Research on Knowledge Management for Contemporary Business Environments
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Chapter 1
Leading Adult Learning in Organizations
An organization that is dynamic and able to sustainably transform itself. “People [within learning organizations] continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together” ( Senge, 1990 , p. 3).
Published in Chapter: Leading Adult Learning in Organizations; From: Handbook of Research on Educational Leadership and Research Methodology
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Chapter 12
Organizational Learning and Technology
An organization where learning for all employees is embedded in the organizational culture, values, policies, structures, systems, and practices.
Published in Chapter: Organizational Learning and Technology; From: Encyclopedia of E-Leadership, Counseling and Training
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Chapter 66
Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations
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Chapter 6
Towards Advancing Human-Centered Intellectual Scholarship Through University-Community Partnership
An organization that has the potential to acknowledge the skills, knowledge, and competencies of its workforce, and is able to utilize such abilities and capabilities towards the empowerment of members and organizational development.
Published in Chapter: Towards Advancing Human-Centered Intellectual Scholarship Through University-Community Partnership; From: The Formation of Intellectual Capital and Its Ability to Transform Higher Education Institutions and the Knowledge Society
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Chapter 58
Managing People and Information in Complex Organizations
Learning is a process by which an organization adapts to new challenges in its operational environments. Members do this first by unlearning or “unfreezing” old habits, and second by accepting new methods and innovations, and incorporating these into a new process of learning (refreezing) so as to survive in an increasingly uncertain and complex environment.
Published in Chapter: Managing People and Information in Complex Organizations; From: Handbook of Research on Public Information Technology
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Chapter 28
Developing a Model for Information Society Competencies Required by Managers in the Information Society
The organization as an integral and dynamic system can learn, but so can the individuals in it. Knowledge management and communities of practitioners are important characteristics of the learning organization. The strategies and techniques that are available in such organization include training as well as performance support and are increasingly dependent on Information and communication technologies. However, the participation of the individuals as well as the social structures in the organization also remain important
Published in Chapter: Developing a Model for Information Society Competencies Required by Managers in the Information Society; From: Handbook of Research on Human Performance and Instructional Technology
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Chapter 16
Learning Organizations
It is an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.
Published in Chapter: Learning Organizations; From: Handbook of Research on Positive Organizational Behavior for Improved Workplace Performance
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Chapter 15
Organizational Learning and Change: Strategic Interventions to Deal with Resistance
An organization that continuously develops its competitiveness by creating and transferring new knowledge and insights.
Published in Chapter: Organizational Learning and Change: Strategic Interventions to Deal with Resistance; From: Handbook of Research on Human Resources Strategies for the New Millennial Workforce
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Chapter 14
Infusing KM in Global Higher Education: How Effective KM Program Supports Critical Tacit Knowledge Retention Within a US Higher Education Institution
A learning organization has a culture that promotes communication, inquiry, feedback, mutual respect, and support for persons to transfer knowledge within the organization (Senge, 2006 AU30: The in-text citation "Senge, 2006" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. ).
Published in Chapter: Infusing KM in Global Higher Education: How Effective KM Program Supports Critical Tacit Knowledge Retention Within a US Higher Education Institution; From: Knowledge Management and Research Innovation in Global Higher Education Institutions
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Chapter 6
Industry 4.0 as a New Disruptive Concept in IT Management and IT Governance: Vision and Future of the Industry 4.0 Concept
An organization with developed effective processes and culture that support collection and handling innovations, development, engagement and motivation of employees, and proactive use feedback.
Published in Chapter: Industry 4.0 as a New Disruptive Concept in IT Management and IT Governance: Vision and Future of the Industry 4.0 Concept; From: Impact of Disruptive Technologies on the Sharing Economy
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Chapter 2
Use of Technology-Enabled Informal Learning in a Learning Organization
An organization where “people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together” ( Senge, 1990 , p. 3).
Published in Chapter: Use of Technology-Enabled Informal Learning in a Learning Organization; From: Handbook of Research on Human Development in the Digital Age
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Chapter 12
Conceptual Model for Corporate Universities
Organization that continuously expands its capacity, using learning as an intentional and strategic tool for organizational and individual improvement (Real, Leal, & Roldan, 2006).
Published in Chapter: Conceptual Model for Corporate Universities; From: Encyclopedia of Knowledge Management, Second Edition
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Chapter 178
Learning Organisation: An Effect on Organisational Performance
An organization that facilitates the learning of its employees so that the organization can continuously transform itself is referred to as a learning organization.
Published in Chapter: Learning Organisation: An Effect on Organisational Performance; From: Encyclopedia of Organizational Knowledge, Administration, and Technology
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Chapter 459
OMIS-Based Collaboration with Service-Oriented Design
An organization that focuses on developing and using its information and knowledge capabilities to achieve the following: to create higher-value information and knowledge, to modify behaviors to reflect new knowledge and insights, and to improve bottom-line results.
Published in Chapter: OMIS-Based Collaboration with Service-Oriented Design; From: Encyclopedia of Information Science and Technology, Second Edition
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Chapter 2
Grounding Institutions of Higher Learning as Learning Organizations for Developing Intellectual-Knowledge Society
It is an organization that is capable to acknowledge the knowledge, skills and talents possessed by its workforce and are used to transform organization to be effective, efficient, and productive.
Published in Chapter: Grounding Institutions of Higher Learning as Learning Organizations for Developing Intellectual-Knowledge Society; From: The Formation of Intellectual Capital and Its Ability to Transform Higher Education Institutions and the Knowledge Society
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Chapter 323
Understanding Dynamic Change and Creation of Learning Organizations
A learning organization is one that continually adapts and learns in order to respond to changes in its internal and external environment and to grow. In a learning organization change is welcome and necessary condition of learning
Published in Chapter: Understanding Dynamic Change and Creation of Learning Organizations; From: Encyclopedia of Distance Learning, Second Edition
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Chapter 9
Enabling Knowledge Flow: The Knowledge Management Triangle Model
An organization that has a systematic process of leveraging its knowledge to continuously change and improve.
Published in Chapter: Enabling Knowledge Flow: The Knowledge Management Triangle Model; From: Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance
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Chapter 22
Integrating the Arts for Leadership Education and Development: Holistic Learning for the Future of Work
An organizational culture in which leaders are supportive of ongoing learning and development of all employees. Garvin et al. (2006) AU45: The in-text citation "Garvin et al. (2006)" is not in the reference list. Please correct the citation, add the reference to the list, or delete the citation. identified three building blocks for a learning organization: an environment where employees feel safe to offer new and conflicting ideas, ongoing formal learning processes, and leadership that reinforces open-minded discussion. The literature emphasizes that the knowledge work of the 21st century requires learning organizations that can remain agile, creative, and innovative in an ever-changing global landscape.
Published in Chapter: Integrating the Arts for Leadership Education and Development: Holistic Learning for the Future of Work; From: Handbook of Research on Future of Work and Education: Implications for Curriculum Delivery and Work Design
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Chapter 5
Service Learning: The Essence of Social Inclusivity Through Transformational Education
A business that is committed to discovering how to improve its services and/or products, is devoted to a culture of learning. This culture nurtures team learning, where all employees are tuned into the shared vision; individuals can pursue and develop their expertise to enhance their personal mastery; the organization follows the systems thinking approach. The assumptions that employees have are considered as mental models which influence the way individuals react and behave.
Published in Chapter: Service Learning: The Essence of Social Inclusivity Through Transformational Education; From: Handbook of Research on Contemporary Approaches in Management and Organizational Strategy
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Chapter 2
Transformative Learning in the Workplace
An organization that promotes collaboration, cooperation, learning opportunities, and critical questioning of the organization.
Published in Chapter: Transformative Learning in the Workplace; From: Handbook of Research on Technologies for Improving the 21st Century Workforce: Tools for Lifelong Learning
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Chapter 12
Learning Organizations: Connections between Diversity and Innovation
An organization possessing an environment promoting individual and team learning capabilities, either by design or as a result of several organizational factors facilitating such an environment.
Published in Chapter: Learning Organizations: Connections between Diversity and Innovation; From: Handbook of Research on Race, Gender, and the Fight for Equality
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Chapter 45
The Impact of Technology on Organizational Learning and Leadership
“A learning organization is a place where employees excel at creating, acquiring, and transferring knowledge. There are three building blocks of such institutions: (1) a supportive learning environment, (2) concrete learning processes and practices, and (3) leadership behavior that reinforces learning” (Garvin, Edmondson, & Gino2008, p. 110).
Published in Chapter: The Impact of Technology on Organizational Learning and Leadership; From: Encyclopedia of E-Leadership, Counseling and Training
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Chapter 8
Practices and Challenges of Knowledge Management in the Greek Public Sector
Is an organization that facilitates the learning of its members, in order to learn effectively and enhances organizational performance (or achieve the organization’s objectives).
Published in Chapter: Practices and Challenges of Knowledge Management in the Greek Public Sector; From: Knowledge Management Practices in the Public Sector
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Chapter 30
Leveraging Workforce Diversity: Utilizing Technology
An organization that identifies the employees as a long-term strategic investment and recognizes the vital importance to develop the unique individual competencies of each member.
Published in Chapter: Leveraging Workforce Diversity: Utilizing Technology; From: Handbook of Research on Workforce Diversity in a Global Society: Technologies and Concepts
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