- Copyright Page
- List of Figures
- List of Tables
- List of Contributors
- Background and Introduction
- The Topicality of the Learning Organization: is the Concept Still Relevant Today?
- Senge’s Learning Organization: Development of the Learning Organization Model
- Conceptualizing an Organization That Learns
- Garvin’s Learning Organization: A Process Perspective on Learning for Implementation, Improvement, and Innovation
- Learning Company: The Learning Organization According to Pedler, Burgoyne, and Boydell
- Building Learning Organizations With Action Learning
- Personal Paradoxes in Learning to Design “the Learning Organization”
- On Definitions of the Learning Organization: Toward a New Definition of Learning Organization
- Learning in the Learning Organization: COncepts and Antecedents
- Ambidextrous Learning Organizations
- How the Learning Organization Learns and its Culture Coevolves
- A Mighty Step: Critical Systemic Interpretation of the Learning Organization
- From Learning Organizations to Learning Cultures and More: Evolutions in Theory, Changes in Practice, Continuity of Purpose
- Stakeholders and the Learning Organization
- What is Needed to Create Gender Inclusive Learning Organizations?
- Interventions to Create a Learning Organization
- Glimpses of Organizations in the Act of Learning
- Pegasus or Clever White Horse? In Pursuit of Real Learning Organizations
- The Learning Organization Survey: Validation of an Instrument to Augment Research on Organizational Learning
- Measurement of the Learning Organization Construct: A Critical Perspective and Future Directions for Research
- Learning Organization and Organizational Performance
- How Best to Study the Learning Organization
- The Potential to Nurture Small Businesses to Learning Organization Form
- Contextualizing the Learning Organization: Towards Differentiated Standards
- Becoming a Learning Organization: A Process-Philosophical Perspective
- The Learning Organization as a Practice of Becoming Human
- The Empire Strikes Back: How Learning Organization Scholars Can Learn From The Critiques
- An Antenarrative Amendment to the Learning Organization: Theories to Avert the Sixth Extinction
- The Learning Organization: Critical Analysis and Future Directions
- The Future of the Learning Organization
- Suggestions for Future Research on the Learning Organization
- Name Index
- Subject Index
Abstract and Keywords
This chapter suggests there is a need to develop a contingency model containing differentiated standards of the learning organization, fit for organization in different generalized contexts (such as a certain industry, sector, national culture, or religion). It is suggested that such differentiated standards would help those who have a real aim to implement the learning organization in practice. It would also make it more difficult for those who “misuse” the learning organization concept, by simply claiming that their organization is a learning organization without having taken any measures for it to actually become one. The chapter argues why it is important to develop a contingency model of differentiated standards, presents some previous studies that could contribute to such a contingency model, and suggests how further studies that could contribute with knowledge to such a contingency model could be conducted.
Anders Örtenblad is Professor of Work Life Science at University of Agder, Norway. He is Editor-in-Chief of The Learning Organization, and has published articles on the learning organization and organizational learning in journals such as Management Learning and International Journal of Management Reviews. Among books he has edited are a series of volumes on the adaptation of management ideas for various industries, sectors, national cultures, and religions, including the Handbook of Research on The Learning Organization: Adaptation and Context (Edward Elgar Publishing, 2013).
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