Identifying the competitive sword: learning to be cutting‐edge for organizational development

Abstract

Purpose – The purpose of this paper is to discuss several organizational learning frameworks based on Peter Senge's “fifth discipline”. It further explains the antecedent conditions of learning and their relationship with performance outcomes.Design/methodology/approach – Lessons were primarily drawn from a case study of a Singapore manufacturing firm that had gone through a five‐year organizational learning strategic plan.Findings – Shared vision, flexible systems and team dynamics are key characteristics of organizational learning in which leadership is a crucial enabling agent. Contrary to general perception, systems development would be considered the most significant change brought about by organizational learning.Research limitations/implications – Organizational learning is not entirely driven by people, process and/or structure. In fact, the direction and degree of organizational learning are dependent on the strategic purpose of the organization. In addition, dialogue and reflection have been fou...