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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
which active dialogue and reflective conversations are facilitated. Second, in a learning
organization management is committed to continuous experimentation as a means of
institutionalizing learning. Third, closeness, and openness between management,
employees, and other stakeholders make possible to constantly monitor changing needs
of the people and the organizational structure is taken as a process and is altered keeping
in view the changing needs of organization and is based on learning needs, and is called
Networking Intimacy. Fourth, information system must be effective, accurate, precise,
clear and should reach the concerned employees without any change. Fifth, a reward
system must be built to encourage failure, risk-taking which will result in continuous
improvement. Sixth, in learning organization the concept of human resources is based on
their capacity to learn instead of on their qualifications. Ability to learn has the prime
importance. Seventh, leaders of a learning organization are busy to do the new things.
The discussion draws few common characteristics that can be considered as
representative characteristics of a learning organization. On the basis of detailed
discussion a table of commonalities (Table 2) has been formulated for more elaboration
and clarity which can be used for academic discussion, future empirical testing and to
suggest further improvements. The idea of table of commonalities has been adopted from
the work of Neefe (2001) with changes in frameworks of organizational learning and
variables included.
5. Conclusions
A learning organization is the organization that possesses high aspirations, and is
proactive, futuristic, strategic, and is alive, adaptable, and flexible at accepting the
changes, encourages experimentation, and provides equal opportunity to grow and learn.
Different frameworks were found during the study. These frame work helped extract the
components that are most important for a learning organization. The most common and
important characteristics are: personal mastery; mental models; shared vision; team
learning; systems thinking; leadership; knowledge/information flow. All these
characteristics were extracted through a table (Table 1) and a model of organizational
learning / learning organization (Figure 1) is also proposed.
It is also concluded that the concept of learning organization can be applied to
business organizations; profit or not for profit organizations, schools, colleges, and
universities, and service organizations.
6. Future Research Areas
Characteristics of a learning organization chosen are recommended for any future
research work that is aimed at empirical findings. Authors of learning organization
theoretically claim that a learning organization achieves competitive advantage therefore
it is recommended to conduct an extensive empirical study aimed at proving this claim.
COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 264
JANUARY 2011
VOL 2, NO 9