Organizational Learning and Transformative Capacity

The intention of this work is to examine the practice of organisational learning in four different organisations that demonstrate an interest in the phenomenon under investigation. These organisations vary in terms of structure, objectives, nature of business, management style, and geographical locations. This study makes a number of significant contributions to the literature and practitioners alike. First, the results reveal that organisations learn to a varying extent from the everyday business operations. Second, this learning sometimes happens as a result of unintentional or informal learning activities. Third, collective learning empowers an organisation capacity to transform itself in a response to changes that happen in a dynamic business environment. Fourth, knowledge sharing is seen as an essential mean to avoid erosion of organisational memory due to personnel turnover and passage of time problems. A large part of organisational learning takes place when organisational members are provided with an opportunity to reflect on past experience and to draw lessons from it.