The Learning Organization: Volume 10 Issue 5

Towards better qualitative performance measurement in organizations

Peter Yih‐Tong Sun, John L. Scott

In a rapidly changing business environment, the need to constantly adapt is deemed essential to maintain competitive advantage. This requires an optimum balance of quantitative…

From continuous improvement to organisational learning: developmental theory

Peter Murray, Ross Chapman

As a learning theory, the continuous improvement (CI) discourse has benefited countless manufacturing enterprises to improve and adapt their methods of production. As one of the…

Improving group learning through electronically facilitated skillful discussions

Michaela Driver

The purpose of this paper is to explore how groups enhance their ability to learn by practicing skillful group discussions. Specifically, it is examined how synchronous…

“To change the way we do things is more important than the certificate on the wall”: does Investors in People represent an effective intervention strategy for organisational learning?

Carolyn Berry, Jim Grieves

This paper seeks to investigate the extent to which IiP is a useful method for managing change in local government. In order to do this considers the relative merits and…

Organisational learning, competencies, and firm performance: empirical observations

Peter Murray

Empirical research has already postulated the link between learning routines and the creation of competencies, but it is less clear how competencies influence organisational…