How managers kindle learning processes

Abstract

Organizational learning occurs when the insights and learnings of individual organization members are transferred to the larger organizational system. This paper examines how senior managers create processes which enable this transfer to take place effectively. It presents an empirical study, conducted in seven major sub units of a large, national organization engaged in R&D and project management. The various dimensions of organizational learning are: developing clear focus on objectives and plans for internal integration; being sensitive to people potential and needs; generating concern for long term planning and success; supporting experimentation/creativity; scanning the environment; and generating triggers for change and attending to development of capabilities.