Organisational learning and organisational change are separate topics in the literature,and there appears to be a lack of practice considering these issues as interlinked factorsin one context. There exists a gap in literature and practice concerning the importance oflearning in facilitating sustainable change, and consequently, the sustainability of anorganisation. This study focuses on the impact of a learning culture on organisationalchange. The findings of the study aim to bridge the gap in practice within the field oforganisational learning, and explore the influence of a learning culture in supporting theimplementation of sustainable change initiatives.This study has the potential to obtain new insights and valuable information on the roleof organisational learning in organisational change. The primary objective of this studyis the empirical testing of the proposed organisational learning culture framework.Subsequently, a learning culture framework will empower stakeholders to take preciseaction, even during periods of instability. The aim of a learning culture is to supportsustainable organisational change. The findings of the study facilitate the developmentof best practices in organisational learning, and assist change managers and policymakers in implementing organisational learning in organisational change initiatives.
|Qualification||Doctor of Business Administration|
|Award date||01 Mar 2011|
|Place of Publication||Australia|
|Publication status||Published - 2012|