Organisational Learning
Goh, S. C. (1998). Toward a Learning Organization: The Strategic Building Blocks. Advanced Management Journal, 63(2), 15-22.
This article proposes that there are five strategic building blocks and two supporting foundations in order to build a learning organization. The five building blocks----mission and vision, leadership, experimentation, transfer of knowledge, and teamwork and cooperation, are summarized from literature. Also, the author believes that these building blocks require two major supporting foundations. One is organizational design, the other is employee skills and competences. This study gives managers a measurement model to assess their success in building a learning organization and take actions accordingly.
Goh, S. C. (2003). Improving organizational learning capability: lessons from two case studies. The Learning Organization, 10(4), 216-227.
This aim of this paper is to describe a tool to measure organizational learning capability, which is a modified model of his former five strategic building blocks for a learning organization. This tool includes five aspects to measure the learning capability of organizations----clarity of mission and vision, leadership commitment and empowerment, experimentation and rewards, effective transfer of knowledge, and teamwork and group problem solving, which can be used to initiate and facilitate a change process to building a greater learning capability. In addition, this article presents two case studies in two companies where survey is used to gather employee perception of organizational learning capability. And the two examples show that by improving the five aspects of organizational learning capability, organizations can move from its present state to a desired future state.
Goh, S. C., Richards, G. (1997). Benchmarking the Learning Capability of Organizations. European Management Journal, 15(5), 575-583.
In this article the two researchers develop a benchmark of organizational learning
This article proposes that there are five strategic building blocks and two supporting foundations in order to build a learning organization. The five building blocks----mission and vision, leadership, experimentation, transfer of knowledge, and teamwork and cooperation, are summarized from literature. Also, the author believes that these building blocks require two major supporting foundations. One is organizational design, the other is employee skills and competences. This study gives managers a measurement model to assess their success in building a learning organization and take actions accordingly.
Goh, S. C. (2003). Improving organizational learning capability: lessons from two case studies. The Learning Organization, 10(4), 216-227.
This aim of this paper is to describe a tool to measure organizational learning capability, which is a modified model of his former five strategic building blocks for a learning organization. This tool includes five aspects to measure the learning capability of organizations----clarity of mission and vision, leadership commitment and empowerment, experimentation and rewards, effective transfer of knowledge, and teamwork and group problem solving, which can be used to initiate and facilitate a change process to building a greater learning capability. In addition, this article presents two case studies in two companies where survey is used to gather employee perception of organizational learning capability. And the two examples show that by improving the five aspects of organizational learning capability, organizations can move from its present state to a desired future state.
Goh, S. C., Richards, G. (1997). Benchmarking the Learning Capability of Organizations. European Management Journal, 15(5), 575-583.
In this article the two researchers develop a benchmark of organizational learning