Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE (www.oxfordhandbooks.com). © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 22 January 2020

Abstract and Keywords

This chapter explores Watkins and Marsick’s (1993, 1996) model of a learning organization, tracing its evolution and situating it among other conceptions of a learning organization. Watkins and Marsick initially defined a learning organization as continuous learning at four levels—individual, team, organization, and global. Organizations they studied over time intentionally sought capability, embedding learning in the culture and structure of the organization as well as in certain capacities. Learning climate and culture stand out in this framework as both conditions for system-level learning and indicators of change toward becoming more effective as a learning system. Their model is integrated in that it blends learning theory and organizational development. This chapter explores applications of the model in research and practice, focusing on its use to measure a learning culture. Finally, it offers critiques of the learning organization model.

Keywords: learning organization, DLOQ questionnaire, organizational learning, critiques of the learning organization, learning culture

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.