Facilitating a learning organization : the case of a small consulting firm

[摘要] ENGLISH ABSTRACT: The thesis offers an integration of theories of Organizational Learning and a specificframework regarding the dimensions of Learning Organizations. In a case study the extent towhich a small consultancy firm display the characteristics of a learning organization isinvestigated and used as a basis to reflect up the challenges faced by similar organizationstrying to increasingly become Learning Organizations.At first various theories of Organizational Learning are reviewed and thereafter the notion ofa Learning Organization is unpacked along seven dimensions. The description ofmanagement practices for facilitating a Learning Organization and theories aboutOrganizational Learning are then brought together in the form of steps an organization couldfollow.In the case study a questionnaire based on Watkins and Marsick's 'Dimensions of a LearningOrganization Questionnaire is administered in the organization and the findings discussedagainst the background of the preceding literature review. The relationship betweenorganizational learning and organizational culture, as well as the relationship betweenleadership and learning processes, and the impact of systemic exploitation of knowledgeassets on organizational efficiency and effectiveness are examined.From the results it is clear that the organization cannot yet lay claim to being a learningorganization, yet it displayed some characteristics of a learning organization. Leadership andconnecting the organization to its environment were the areas where the company showedmost development. However, empowering people toward a collective vision was the leastdeveloped area in the organization due to the perception of lack of freedom to choose one'swork assignment and the invitation to contribute to the organization's vision.

[发布机构] Stellenbosch University