Defining And Implementing The Learning Organization: Some Strategic Limitations
BRIAN R. FRY and J. SAMUEL GRISWOLD
PAQ, Vol. 27 No. 3, (2003)
The concept of the learning organization has gained increasing
currency in the management literature. However, the concept has not
received much attention in the public sector. This analysis discusses the
idea of the learning organization and its applicability in one public
organization, the Office of Information Resources in South Carolina.
Both the substance of the concept of the learning organization and its
methodological implications are considered. The focus of this particular
effort was on using technology as a catalyst for change and capitalizing
on “deeper learning cycles” as strategic devices in a process of organizational
transformation. The successes and the problems of efforts to
implement the learning organization are recounted with the intent of
suggesting initiatives that might be undertaken by other public agencies
interested in incorporating more systematic learning processed into
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