- 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 examines the structures and processes of learning organizations that are capable of engaging in both exploitative and explorative learning. Drawing on structuration theory and paradox thinking, it argues that a focus on the dynamic interplay between structure and agency, and the interdependence between opposite forces in organizations are crucial for understanding ambidextrous learning organizations. The analysis distinguishes three types of ambidextrous learning organizations, labeled as “partitional,” “contextual,” and “alliance,” each with its distinct structural configurations, learning spaces, and agents. While the existing literature emphasizes “balancing” exploitative and explorative learning, this chapter argues that “counter-balancing” the drift towards exploitative learning poses a major challenge. The three types share the common characteristic of allowing “free” spaces within the constraints of structures that enable the key learning agents to counter-balance this drift and sustain ambidextrous learning.
Alice Lam, Professor, School of Business and Management, Brunel University.
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.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.