The Development of an Integrated Approach to Organizational Learning

146 words) As organizations seek to maintain their competitive superiority, organizational learning has emerged as a central issue. Researchers have suggested that organizations need to focus on managing knowledge and promote learning, rather than managing individuals (Drucker, 1993; Weick, 1998). Some organizations have adopted these ideas, creating positions such as Chief Learning Officer, and Chief Knowledge Officer. However, whether organizations understand these ideas and the associated challenges remains an open question. For, although knowledge and organizational learning are discussed, the changes in attitudes and reporting relationships necessary at the individual, group, and organizational levels may not be fully comprehended. This paper develops an integrated model of organizational learning by linking individual, group, and organizational activities. It is argued that crises have a significant impact on the pursuit of knowledge and learning, and the activities undertaken at the three levels in the organization are directly related to the seriousness of the crisis. * Correspondence to: Leyland M. Lucas, Department of Organization Management. Rutgers University, Newark Campus, 180 New Street, Newark, NJ 07102.Tel: (973) 353-1077, Fax: (973) 353-1664. email: [email protected]