Theory and Practice of Organizational Learning

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Theory and practice of organizational learning Abstract: Organizational learning is an “umbrella” term that connects a variety of topics including; learning curves, organizational memory, organizational forgetting, knowledge transfer, knowledge sharing, knowledge assets, dynamic capabilities, knowledge management, and knowledge creation. Several systemic theories of learning organizations and knowledge-based organizations are discussed and then the literature is linked to a process model of learning. In conclusion, implications are evoked for further research at a variety of organizations toward a generalizable theory of innovative environments and their organizational learning practices. Learning organization, organizational learning, organizational development, knowledge management… these are key terms to differentiate at the beginning of the journey of this discovery process. These are my definitions: Organizational development is a defined methodology of looking at an organization from a holistic perspective with the intention of improving it. Organizational learning is what happens as an organization grows and improves; recognizing and changing the process it is involved with to build a better product. The learning organization is an organization that takes a step back to look at the big picture of how it benefits from new ideas and errors with the intention of continuous improvement. It is a deliberate process, and one component of organizational development. Knowledge management is the storage and retrieval of the tacit and implicit information contained within an organization, whether it is procedural or content oriented. Knowledge management makes information that is within individuals available and externalizes it for the availability of the organization. Others define these differently and have written much about them. In the research literature,

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