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Badu Ahmad, Study on learning organtzation in Local Government Makassar. The aims of this research was analyze the implementation of learning organization, factors which is support bulding learning bureaucracy as an effort to follow the changing environment and demand of society. This research applied and quantitative and qualitative technique which is used the stratified random sampling Meanwehile, to cathce the data, informant to be used namely the leaders in the body of local government in Makassar. Analysis of data is descriptive quantitative and also qualitative with frequency distribution technique. The research result showed that there are good tend to apply learning bureaucracy which indicated of the apparatus want to learn continually from experience, fault, and also they can catch new knowledge and working system and other aspect related to societies" demand. The other found that the commitment factors and working environment in a good sense in building the learning bureaucracy in local government of Makassar. Aspects that related cultural values also determined applying the learning bureucracy, such as siri' (self-respect), sipukatau sipakalebbi' (respect each other), sipakario (motivation). Those are urgently required in building self capacty simultaneously in local burraucracy of Makassar.

Human capital is one of the critical resources for organizations around the world, and it requires significant learning and development (L&D) investments as a structured approach to become a learning organization. The study evaluates the relationship between cultural intelligence and learning organization by analyzing 364 responses received from employees-working across Indian organizations from varied sectors. The dimensions used for measuring learning organization in the study are – information sharing and accessibility, systematic problem solving, acceptance of error and experimenting with new approaches. Results demonstrate a significant positive relationship between learning organization and its four dimensions and cultural intelligence. The findings have implications for organizations to inculcate learning organization disciplines for improved cultural intelligence while also bridging the gap in the existing literature.

AbstractLearning and accumulation of new knowledge in an organization always require two transformation processes: one transformation process from data to information and another from information to (new) knowledge. This is so because only information, and not knowledge, can be shared and spread among the members of the organization. This article describes these transformations processes as social processes that take place in a concrete context. The processes lead from Data→Information→Knowledge→Action→Learning→New Knowledge. But not all these processes have the same progression or produce the same kind of results. One can differentiate between single‐loop, double‐loop and triple‐loop learning.These findings are analysed for the consequences they provide for the learning individual and the learning organization. The qualitative difference between the learning organization and other organizations is shown to be the coordination and cooperation that the individuals perform in a close working relationship. Against this background achievements and shortcomings of attempts to become a learning organization are summarized. Copyright © 2005 John Wiley & Sons, Ltd.

The study aims to examine the relationship and interaction between learning organization culture and the factors influencing digital transformation (leadership style, training, digital readiness, and trust), as well as identify factors that significantly influence learning organization functioning by exploring the extension of a grounded theory framework. The survey was conducted using an online questionnaire. The survey population was composed of managers of Eastern European manufacturing companies who were reached through the Orbis database. The survey yielded 618 evaluable responses (n = 618). The PLS-SEM method was used because the structural model is complex, with many constructs (some of which are formatively measured) and model relationships. Leadership behavior and a supportive management style inspire the development and training of employees, through which the level of readiness for digitalization and Industry 4.0 technologies can be increased. Training in these skills will increase confidence in digitalization technologies. Leadership support also influences digital trust and employee response to the use of digital technologies, as does participation in training, which directly supports digitalization and I4.0 readiness. The results of the research not only support previous research findings but also complement them by focusing specifically on the impact on the learning organization in the context of digitalization. This study provides evidence that leadership that is supportive of the learning organization's culture plays a key role. Overall, leadership is a dominant influence in the digital transformation of organizations and in shaping the learning organization culture this requires, but all the relationships represented in the model have a significant positive relationship. Doi: 10.28991/ESJ-2023-SIED2-09 Full Text: PDF

"Organizations constantly need to adapt themselves to stay aligned with an ever-changing and increasingly complex environment. Corporate Universities puts 'smart learning' in the forefront with strategies to secure alignment between organization and environment, which need both speed of learning and learning in the right direction. Across the globe, corporate universities have emerged as vehicles of such strategy-driven learning. Corporate Universities bridges the gap between the strategic management and corporate learning disciplines, combining general strategy with the concept of corporate universities, which, to date, predominantly has been an HR topic. Readers will find new concepts as well as generic corporate university strategies to link corporate strategy to organizational learning. In-depth cases show how corporate universities are used to renew, transform and optimize strategy and include important lessons learned by corporate university executives, from small and global companies as well as governmental organizations across different industries. Written for academics in strategy, HRD and organizational behaviour disciplines as well as practicing managers alike, Corporate Universities is the first book that offers a consistent set of concepts, frameworks, and cases to integrate general strategy with organizational learning"--

"Organizations constantly need to adapt themselves to stay aligned with an ever-changing and increasingly complex environment. Corporate Universities puts 'smart learning' in the forefront with strategies to secure alignment between organization and environment, which need both speed of learning and learning in the right direction. Across the globe, corporate universities have emerged as vehicles of such strategy-driven learning. Corporate Universities bridges the gap between the strategic management and corporate learning disciplines, combining general strategy with the concept of corporate universities, which, to date, predominantly has been an HR topic. Readers will find new concepts as well as generic corporate university strategies to link corporate strategy to organizational learning. In-depth cases show how corporate universities are used to renew, transform and optimize strategy and include important lessons learned by corporate university executives, from small and global companies as well as governmental organizations across different industries. Written for academics in strategy, HRD and organizational behaviour disciplines as well as practicing managers alike, Corporate Universities is the first book that offers a consistent set of concepts, frameworks, and cases to integrate general strategy with organizational learning"--

The concepts of learning organization and organizational learning have made a significant contribution to the development of some major global companies such as Nokia, Oracle, Microsoft and others. This article explores whether the learning organization concept has proved successful in sports, specifically in ski jumping. The study was conducted among ski jumpers who compete in the World Cup. The questionnaire was distributed to 130 ski jumpers, and 54 correctly completed questionnaires were returned. The study has indicated that ski jumping is a sport of distinct individualists. Individual talent is an extremely important factor for success in this sport. We can say with absolute certainty that all surveyed ski jumpers are able to take 16th to 50th place in a World Cup race. The differences between competitors are very minor, even in the biggest races. Therefore, when it comes to success, every single detail matters. We have identified a weak correlation between the best sporting achievement and collaboration in the testing of new equipment. In the past, some of the best results were achieved on the basis of experimentation, but contemporary coaches do not dare to over-experiment with the technique. Too frequent progress measurements place a burden on competitors. There is a positive correlation between the frequency of individual analysis and the success of a competitor, while the best achievement and variables from "team work" group are negatively correlated. The relationships within a team are obviously very complex.

The nature and origins of "action research " are described. In its current form, action research is a technique for conducting applied research with the collaboration of a client organization for the purpose of intervention. Implica tions for organizations which pursue learning and development are explored.