Abstract
SummaryThis paper argues that the Learning Organisation (LO) concept is not culturally neutral and that any assessment of its usefulness must be situated within an understanding of the national cultural framework in which organisations are embedded. Although the Learning Organisation (LO) concept is popular amongst both practitioners and academics in a wide range of countries, the theory is largely grounded in the thought of US business schools and the experience of large US corporations. National culture is invisible in the LO literature. This is primarily written from an American standpoint and the degree to which it is relevant to international practice is debatable. This paper surveys the LO concept within the context of globalisation, focusing on Singapore organisations. It draws on a critical examination of Holitede’s national culture dimensions to create a framework for the study of the adoption and adaptation of the LO concept by Singapore organisations.
Published Version
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