Pemberton J D, Stonehouse G HThe Learning Organization, (UK), 2000 Vol 7 No 4
Start page: 184. No of pages: 10
Presents a model of organizational learning that places organizational culture, structure and infrastructure at the core, arguing that these need to be in place to create a context which will support knowledge management and organizational learning. Explains the interdependence of the learning culture, structure and infrastructure, describing how each contributes to knowledge management and organizational learning, enabling the storage and exploitation of existing knowledge and the creation of new knowledge. Indicates how this, in turn, builds and sustains core competences, creating competitive advantage for the organization. Uses Microsoft as an example of this process. Cites a number of leading companies as examples of learning organizations and uses these to underline the importance of developing the infrastructures that will promote the development and sharing of learning and the knowledge-based core competences needed by a learning organization.
Subject(s): LEARNING ORGANIZATIONS, CORPORATE CULTURE, ORGANIZATIONAL STRUCTURE, INFRASTRUCTURE, INFORMATION TECHNOLOGY, ORGANIZATIONAL LEARNING, COMPETITIVE ADVANTAGE, CORE COMPETENCES
Style: Theoretical with application in practice
ISSN: 0969-6474. Reference: 29AT644
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