The impact of a learning culture on organisational change

Saeed Sabri-Matanagh, Geoffrey Bamberry, Glen Duncan

    Research output: Book chapter/Published conference paperConference paperpeer-review

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    Abstract

    Organisational learning and organisational change are often addressed in the literature as separate topics, with limited discussion of the impact of a learning culture on organisational change. This paper reports on research that investigated the impact of a learning culture on organisational change in manufacturing firms in the Riverina Region of New South Wales. It reviews the literature on the influence of a learning culture on organisational change, beginning with an overview of the concepts of organisational learning, the learning organisation, learning culture, and organisational change, to identify key issues and questions to underpin the research. The project uses a qualitative research approach in a sample of small to medium-sized regional manufacturers to investigate the impact of a learning culture within the firms on organisational change, showing that in the companies surveyed, the existence of a learning culture did have a significant influence on change, and that it generally occurred as described in the literature.
    Original languageEnglish
    Title of host publicationBAM2010
    Subtitle of host publicationManagement research in a changing climate
    Place of PublicationUK
    PublisherBAM
    Pages1-21
    Number of pages21
    Publication statusPublished - 2010
    EventBritish Academy of Management Conference - Sheffield, UK, United Kingdom
    Duration: 14 Sept 201016 Sept 2010

    Conference

    ConferenceBritish Academy of Management Conference
    Country/TerritoryUnited Kingdom
    Period14/09/1016/09/10

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