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Mapping the landscape of organizational learning


  • Romme, Georges
  • Dillen, Ron


This article by Georges Romme and Ron Dillen maps the landscape of organizational learning, by providing an overview of some of the key issues and arguments in the literature. The main questions are: what is organizational learning, and how can organizations develop into effective learning systems? First, the link between individual and organizational learning and the distinction between single loop and double loop learning is discussed. Subsequently, several approaches to organizational learning are described, including contingency theory, psychology, information theory and system dynamics. Several problems and barriers in organizational learning processes are then outlined. Finally, the authors turn to some ideas and instruments for dealing with these problems, including system archetypes, team learning, and learning contracts.

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  • Romme, Georges & Dillen, Ron, 1997. "Mapping the landscape of organizational learning," European Management Journal, Elsevier, vol. 15(1), pages 68-78, February.
  • Handle: RePEc:eee:eurman:v:15:y:1997:i:1:p:68-78

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    References listed on IDEAS

    1. Eric von Hippel, 1994. ""Sticky Information" and the Locus of Problem Solving: Implications for Innovation," Management Science, INFORMS, vol. 40(4), pages 429-439, April.
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    Cited by:

    1. Hall, Matthew, 2011. "Do comprehensive performance measurement systems help or hinder managers' mental model development?," LSE Research Online Documents on Economics 36703, London School of Economics and Political Science, LSE Library.
    2. Mazur Jolanta & Zaborek Piotr, 2016. "Organizational Culture and Open Innovation Performance in Small and Medium-sized Enterprises (SMEs) in Poland," International Journal of Management and Economics, De Gruyter Open, vol. 51(1), pages 104-138, September.

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