The learning-driven organization: Towards an integrative model for organizational learning

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Abstract

Purpose: We propose a model for organizational learning that can help organizations to transform into a Learning-Driven Organization (LDO); a model that considers the whole ecosystem, its subsystems and considers the importance of technology, digitalisation and dataism. We seek to answer key questions, specifically, a) what makes an organization learning-driven? and b) how the learning ecosystem works organization-wide?

Design/methodology/approach: This paper draws on prior research conducted by the authors in the hospitality sector. Insights were gleaned from both theoretcal perspectives and qualitative data drawn from a number of empirical studies. This paper focuses on critically reviewing the literature on organizational learning, and selected organizational development frameworks such as European Foundation for Quality Management and Investors in People .

Findings: We propose an ecosystem model that entails three subsystems for OL. At this stage, we propose a conceptual framework that will be tested in the following part two.
Leaders in organizations need to re-design their organizations to incorporate learning at all levels, i.e. individuals, teams, and organization-wide. Learning should be an overarching approach within and beyond the boundaries of the organizations; for organizations to learn effectively, learning should be strategized and institutionalized.

Research implications: This study sheds light on the emerging trends in organizational learning in light of the Industry 4.0 revolution with its phenomenal impact on humans and workplace; there is a dire need for research on human-machine balance, role, and impact of machine learning and AI technologies. We call for setting up an updated agenda for learning and reconstructing learning into the corporate world; not only this but the future research should focus on reviewing and evaluating what did we learn about learning and how can we further learn, unlearn and re-learn.

Practical implications: We argue that organizations should look into learning as an enabler towards creativity and innovation, which should ultimately lead to excellence and fulfilling the needs of all stakeholders. Organizations should be consciously aware of their emerging intangible assists and proactively encourage their people towards more creativity., Learning can be institutionalized, and the organization transforms into a Learning-Driven Organization (LDO).

Originality/value: The LDO model will help organizations to strategize learning. Strategic learning about understanding a global strategy and how each business unit in an organization contributes its best, most innovative thinking followed by actions that execute the strategic intent of the organization.
Original languageEnglish
Pages (from-to)329-341
Number of pages13
JournalIndustrial and Commercial Training
Volume51
Issue number6
DOIs
Publication statusPublished - 1 Jul 2019

Keywords

  • Organizational Learning
  • Learning Mechanisms
  • Learning-Driven Organization
  • Individual Learning
  • Team Learning
  • Informal Learning

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