Organizational learning (Bontis, Crossan and Hulland, 2002) and capabilities (Barney, 1991) have been argued to increase performance. Recently, connections have been established between organizational learning and capabilities. On the one hand, learning has been considered as a capability (Hult and Ketchen, 2001; Goh, 2003; Henri, 2006), leading to the idea of “learning capability”. On the othe...

The author uses a tridimensional approach to sustainable development in organizations which includes social, economic and environmental dimensions. This approach is consistent with the Brundtland Commission Report, United Nations notion and views of various authors that economic growth, social equity, and environmental maintenance are simultaneously achievable. Creating a learning organization ...

Organizational learning is a nebulous concept which needs to be articulated in order to be of concrete use. In this paper we will recapitulate and criticise some of the prevailing ideas concerning organizational learning. An alternative definition is suggested which is tightly coupled to the purpose and goals of the organization, which for Ericsson is to develop and sell telecommunication syste...

The purpose of this article is to map the context within which learning could occur, that is, the organizational learning processes and structures that can create or improve learning in a learning organization. Such an approach produces definition for learning organization and integrates the basis concepts into a model of organizational learning in the technologically environment, based on assi...

Many scholars and practitioners have emphasized the importance of learning within and by organizations to respond to changing conditions in the global marketplace and to sustain competitive advantage. As a result, organizational learning has become an important capability for many organizations to remain viable. Although the importance of organizational learning has been growing in response to ...