Organisational learning: the new management paradigm?

• Published in: Management decision Vol. 41; no. 5; pp. 452 - 464
• Main Authors: Burnes, Bernard, Cooper, Cary, West, Penny
• Format: Journal Article
• Language: English
• Published: London MCB UP Ltd 01.06.2003; Emerald Group Publishing Limited
• Subjects: Competition; Competitive advantage; Corporate culture; Knowledge management; Organizational change; Organizational culture; Organizational learning; Organizational structure; Theory; Organizational structure; Organizational learning; Organizational culture; Organizational change
• ISSN: 0025-1747; 1758-6070
• DOI: 10.1108/00251740310479304

As a subject of academic interest, organisational learning has been around for a long time. However, in the 1990s, there was an upsurge of interest in the topic from both academia and industry. Indeed, there are many writers who are now claiming that organisational learning is the new paradigm for managing organisations. This interest in and promotion of organisational learning, especially in the business world, stemmed from two major concerns: the rapidly-changing nature of the world we live in; and the increasingly competitive environment in which firms operate. This article explores and evaluates the rationale for organisational learning and the key propositions that underpin it. In particular, by setting organisational learning in the wider context of theories of organisational structure, culture and change, it questions its generalisability. The article concludes by arguing that though organisational learning may make an important contribution to managing organisations, it is doubtful whether it is applicable to all organisations and all situations.