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Dimensionalizing the Architecture of Organization-Led Learning: A Framework for Collective Practice

Kemmy Business School, University of Limerick

Michael Morley

University of Limerick

The problem and the solution. This article is based on the premise that organizational learning is being raised almost to the status of an orthodoxy, and is in danger of taking on the guise of a postindustrial futurology, because of poor conceptualization and a lack of systematic empirical evidence. Although the motivation for establishing a new order in organization-led learning might be rather straightforwardly hinted at, the work environment and organizational design features, what the authors have come to designate as the "architecture" of the system, can not be so easily postulated.And yet, specifying the foundations and the building blocks of learning in the organizational context is critical to ensure that the vocabulary does not surpass its empirical foundations and conceptual expression, or that the rhetoric does not outstrip the reality.

Key Words: learning • organizational learning • learning organization

Advances in Developing Human Resources, Vol. 10, No. 4, 472-493 (2008)
DOI: 10.1177/1523422308320471


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