Organisational Learning

If there are images in this attachment, they will not be displayed. Download the original attachment 1. Introduction
In order to survive in the rapid changing business environment the organisations need to acquire knowledge and innovate fast enough. This dynamic, complex and globally competitive nature of the business requires learning organisations.
CEO of British Petroleum Company John Browne (1995) says “Learning is at the heart of a company’s ability to adapt to rapidly changing environment.”(p.148)
Many approaches are being articulated to build learning organisations. In this work, three articles which portray suggestions to build a learning organisation are being reviewed, critically analysed, and compared and contract.
2. The Literature Search
Key words: Organisational learning, organisational developments, management learning, continuous learning.
Sources: Harvard Business School Review, Emerald journals
3. Review of the articles
Article 1: “Building A Learning Organisation” by David A Garvin
In the article Garvin has mentioned about the three dilemmas which are essential for flourishing the execution of the transforming the organisations into learning organisation: Meaning, Management and Measuring. A new approach to learning organisation is being bought into the study.
”A learning organisation is an organisation skilled at creating, acquiring, and transferring knowledge, and at modifying its behaviour to reflect new knowledge and insights” (p.3)
To build an organisation into a learning organisation Garvin recommends five building blocks: Solving problems systematically, Experimenting with new approaches to work, and Learning from past experience, Learning from other companies and from customers, Transferring knowledge throughout organisation. Implementing these activities assists the organisations guarantee continues improvements. In the later part of the article the steps for measuring the learning are described. The article advice