Organisational learning and organisational design
Purpose ‐ The purpose of this paper is to explore a new idea presenting the possible relationship between organisational learning and organisational design. Design/methodology/approach ‐ The establishment of this relation is based upon extensive literature review. Findings ‐ Organisational learning theory has been used to understand several organisational phenomena, like resources and competencies, tacit knowledge or the role of memory in the organisation; however, it is difficult to identify fits and consequent misfits between organisational learning and the organisational design. Research limitations/implications ‐ This is a theoretical paper, so there is a possible limitation, regarding the lack of empirical support. Practical implications ‐ At the end of the paper a number of recommendations regarding the organisational design are suggested, in order to promote organisational learning in the firms. Originality/value ‐ This paper identifies some links between organisational learning and organisational design, providing the grounds for a subsequent development and empirically testing of those relations.
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