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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Author (s) Learning levels as described by Author (s) Senge (1990) Individual, organizational Nystrom & starbuck (1984) Levitt & March (1988) Process As perceived by Author (s) Contextual Factor/components/disciplines Key terms and Phrases COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 268 JANUARY 2011 VOL 2, NO 9 Process leadership, experimentation, transfer of knowledge, team-work and cooperation Five Disciplines: Personal mastery, mental models, team-learning, shared vision, systems thinking. Organizational Process Key Terms: unlearning the organization, learning from crises, reorienting by changing cognitive structures, unlearning continuously, and experimentation. Organizational Process Key terms: Routines, history dependent processing of information on the basis of experimentation and history, organizational memory
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Table 2: Frameworks of Organizational Learning/Learning Organizations and Comparison of their Characteristics Garvin (2008) Senge (2006) Parek (2003) COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 269 Lei et al. (1999) Goh (1998) DiBella (1997) Goh & Richards (1997) Gephart & Marsik (1996) Bennet & O‟Brien (1994) Garvin (1993) JANUARY 2011 VOL 2, NO 9 Personal Mastery/ self-development * * * * * Mental Models/Culture/ Climate/Environment * * * * * * * * * * * Shared Vision/Mission * * * * * * Team learning * * * * * * * * Systems Thinking * * * * * * * Leadership * * * * * * * * Knowledge/Information Flow * * * * * * * * Information/scanning imperative * * * * * Experimentation/Experimental Learning * * * * Training * * * Management/Executive Practices * * * Structure/Network Intimacy * * * * Rewards & Recognition * * * * Performance Management * * Learning form experience * Learning from others * Operational variety * Concern for measurement * Multiple Advocates * Work Processes * McGill & Slocum (1993) McGill et al. (1992)
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Employee Engagement Employee involv
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