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date: 17 May 2021

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

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