Jove
Visualize
Contact Us
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Experiment Videos

Transforming your manufacturing organization into a learning organization.

K M Kapp1

  • 1Institute for Interactive Technologies, Bloomsburg University, PA, USA.

Hospital Materiel Management Quarterly
|July 1, 1999
PubMed
Summary

Organizations can gain a competitive edge by becoming learning organizations, fostering faster learning than rivals. This involves strategic transformation, effective training evaluation, and individual development for sustained success.

Related Concept Videos

You might also read

Related Articles

Articles linked to this work by shared authors, journal, and citation graph.

Sort by
Same journal

Disaster planning and resource allocation in health services.

Hospital materiel management quarterly·2001
Same journal

Training for the twenty-first century in a state psychiatric facility.

Hospital materiel management quarterly·2001
Same journal

Distance education in the twenty-first century.

Hospital materiel management quarterly·2001
Same journal

Abstract writing.

Hospital materiel management quarterly·2001
Same journal

Names are important.

Hospital materiel management quarterly·2001
Same journal

The effective voice mail message.

Hospital materiel management quarterly·2001

Area of Science:

  • Organizational Development
  • Management Science
  • Human Resource Development

Background:

  • A rapidly evolving business landscape necessitates continuous adaptation.
  • Organizational learning is increasingly recognized as a critical factor for sustained competitive advantage.
  • Traditional organizational structures may hinder rapid knowledge acquisition and application.

Purpose of the Study:

  • To define the core components of a learning organization.
  • To outline a strategic framework for transforming organizations into learning entities.
  • To present methods for evaluating training effectiveness and individual development.

Main Methods:

  • Conceptual analysis of organizational learning theories.
  • Description of transformation strategies for fostering a learning culture.

Related Experiment Videos

  • Review of evaluation techniques for training and development programs.

    • Main Results:

    • Identified key elements of a learning organization, including continuous learning, knowledge sharing, and adaptive culture.
    • Proposed a phased approach for organizational transformation towards a learning-centric model.
    • Highlighted the importance of measuring training ROI and individual learning outcomes.

    Conclusions:

    • Transforming into a learning organization is essential for long-term competitive viability.
    • Systematic evaluation of learning initiatives ensures efficient resource allocation.
    • Individual commitment to personal development is a crucial component of organizational learning.