Implementing organizational learning initiatives: Insights from Singapore organizations – part I

Abstract

Purpose

The paper explores several key issues in organizational learning and their contributions to practice and policy. It determines the different stages of learning, crucial factors and performance outcomes associated with organizational learning.

Design/methodology/approach

Four Singapore organizations were studied, from which a total of 24 organizational learning practitioners representing both the private and public sectors were interviewed.

Findings

Qualitative data were presented in the form of excerpts from the respondents in support of the key research objectives as well as quantitatively through the number of mentions, a technique which is uncommon yet useful for an exploratory study.

Research limitations/implications

The research was limited by the single geographical context, which might not adequately represent the Asian perspective. However, the paper provides room for continuation as the author introduces two other parts (for subsequent issues) that further detail implications for practice and policy based on the same study.

Practical implications

Data revealed that: the complexity between the different levels of learning can be simplified by understanding the goals set at each level; and the relationship between learning and performance goes beyond tangible expectations.

Originality/value

Of considerable value to practitioners is the discovery of several crucial factors influencing organizational learning and a list of possible learning outcomes ranked in order of importance; the ranking system being a unique technique helping practitioners in their decision‐making more effectively.

Citation

Yeo, R. (2005), "Implementing organizational learning initiatives: Insights from Singapore organizations – part I", Development and Learning in Organizations, Vol. 19 No. 2, pp. 5-7. https://doi.org/10.1108/14777280510580654