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The learning organization

Author

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  • Mills, Daniel Quinn
  • Friesen, Bruce

Abstract

To survive in today's turbulent business climate, organizations must transform themselves into 'learning organizations'. Daniel Quinn Mills and Bruce Friesen explain several characteristics of a successful learning organization. First, it should possess mechanisms which transfer learning from an individual to the group. Second, it must make a commitment to knowledge. Third, it must have a mechanism for renewal within itself. Fourth, it should possess an openness to the outside world. With reference to the specific case of the British Petroleum Company, the authors propose a network or 'cluster' organization. They then cover the important area of teaching the organization to learn via personnel-based systems.

Suggested Citation

  • Mills, Daniel Quinn & Friesen, Bruce, 1992. "The learning organization," European Management Journal, Elsevier, vol. 10(2), pages 146-156, June.
    • Handle: RePEc:eee:eurman:v:10:y:1992:i:2:p:146-156
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    Citations

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    Cited by:

    1. Kijpokin Kasemsap, 2013. "Strategic Human Resource Practice: A Systematic Framework and Causal Model of Learning Orientation, Quality of Leader-Member Exchange, Goal Orientation, and Workgroup Performance," Journal of Education and Vocational Research, AMH International, vol. 4(2), pages 30-35.
    2. Carmona, Salvador & Grönlund, Anders, 1995. "Learning from forgetting: an experiential study of two European car manufacturers," DEE - Working Papers. Business Economics. WB 7067, Universidad Carlos III de Madrid. Departamento de Economía de la Empresa.
    3. Minguzzi, Antonio & Passaro, Renato, 2001. "The network of relationships between the economic environment and the entrepreneurial culture in small firms," Journal of Business Venturing, Elsevier, vol. 16(2), pages 181-207, March.
    4. İzlem Gözükara Yıldız, 2021. "The Role of Organizational Learning in Conflict Management," Business Management and Strategy, Macrothink Institute, vol. 12(2), pages 50-65, December.
    5. Anandasivam Gopal & Sabari Rajan Karmegam & Balaji R. Koka & William M. Rand, 2020. "Is the Grass Greener? On the Strategic Implications of Moving Along the Value Chain for IT Service Providers," Information Systems Research, INFORMS, vol. 31(1), pages 148-175, March.
    6. Devi Akella, 2008. "Discipline and Negotiation," Global Business Review, International Management Institute, vol. 9(2), pages 219-241, August.
    7. Devi Akella, 2007. "Pain and Stress in Learning Organizations," Global Business Review, International Management Institute, vol. 8(2), pages 323-333, December.
    8. Evangelista, Felicitas & Hau, Le Nguyen, 2009. "Organizational context and knowledge acquisition in IJVs: An empirical study," Journal of World Business, Elsevier, vol. 44(1), pages 63-73, January.
    9. Dermol Valerij, 2013. "Relationship Between Learning, Knowledge Creation and Organisational Performance," Scientific Annals of Economics and Business, Sciendo, vol. 60(1), pages 79-93, July.
    10. J H Powell & R G Coyle, 2005. "Identifying strategic action in highly politicized contexts using agent-based qualitative system dynamics," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 56(7), pages 787-798, July.
    11. Devi Akella, 2007. "Learning Organizations," Global Business Review, International Management Institute, vol. 8(1), pages 13-28, February.
    12. Maiga, Adam S. & Nilsson, Anders & Jacobs, Fred A., 2013. "Extent of managerial IT use, learning routines, and firm performance: A structural equation modeling of their relationship," International Journal of Accounting Information Systems, Elsevier, vol. 14(4), pages 297-320.

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