Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE ( © 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: 17 May 2021

Abstract and Keywords

This chapter summarizes David A. Garvin’s model of the learning organization and compares and contrasts Garvin’s perspective with those of other scholars. The chapter begins by presenting Garvin’s original definition of the learning organization, the processes learning organizations excel at managing, and ways to measure whether an organization is a learning organization. Next, the chapter describes Garvin’s revisions to his model over time, including changes to his definition, an increased emphasis on enablers of organizational learning, and additional ways to assess learning organizations. The chapter then positions Garvin’s perspective within the broader literature on the learning organization, identifying his focus on learning processes as a distinctive contribution. Finally, it assesses the impact of Garvin’s definition on both research and practice and speculates on the relevance of Garvin’s learning organization to present and future organizations.

Keywords: learning organization, David A. Garvin, organization, learning processes, organizational learning

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.