Learning how to learn: The four key concepts behind “the learning organization”

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

Findings

The idea that businesses operate in a world of accelerated change goes hand in hand with a huge array of concepts to help them deal with change and stay ahead of the competition. Cynics argue that many such ideas are either things people already know with sexy new names or are so vague that consultants can charge small fortunes helping companies understand them.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2005), "Learning how to learn: The four key concepts behind “the learning organization”", Development and Learning in Organizations, Vol. 19 No. 3, pp. 23-25. https://doi.org/10.1108/14777280510590068