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Strategic Learning for Sustainable Organization Performance

In: Strategic Human Resource Development in Practice

Author

Listed:
  • Lyle Yorks

    (Columbia University, Teachers College)

  • Amy Lui Abel

    (The Conference Board)

  • Denise Rotatori

    (Bank of New York Mellon)

Abstract

This chapter is titled “Strategic Learning” to make the point that learning is at the core of the strategy development process. Developing strategic learning capabilities has become an increasing focus of HRD practice at the individual, team, function, organizational, and institutional levels as organizations increasingly struggle with the challenge of the rapidly changing terrains of their competitive environment. While originally a military concept rooted in the Greek word strategia, meaning “generalship,” as the concept has evolved and found application in virtually all-institutional contexts, there is no one agreed-upon definition of strategy (Freedman, 2013). One broad commonality in the literature is that strategic thinking is necessary under conditions of conflicting interests in which reaching resolution is necessary and outcomes cannot be predicted. Doing this requires ongoing learning and development at all levels of an organization.

Suggested Citation

  • Lyle Yorks & Amy Lui Abel & Denise Rotatori, 2022. "Strategic Learning for Sustainable Organization Performance," Management for Professionals, in: Strategic Human Resource Development in Practice, chapter 6, pages 93-114, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-030-95775-9_6
    DOI: 10.1007/978-3-030-95775-9_6
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