Learning Organization

Development of a Multi-Level Learning Framework.

Moderating role of innovation culture in the relationship between organizational learning and innovation performance

Regenerating the learning organisation: towards an alternative paradigm

Balancing learning and knowledge protection in university-industry collaborations

Investigating unlearning and forgetting in organizations: Research methods, designs and implications

Integrative ambidexterity: one paradoxical mode of learning

Which transformational leadership behaviors relate to organizational learning processes

Improvisation in the learning organization: a defense of the infra-ordinary

The New Learning Organisation: Part I -- Institutional Reflexivity, High Agility Organising and Learning Leadership.

Contribution of knowing in practice to dynamic capabilities

Towards organisational learning enhancement: assessing software engineering practice

Habermas, interests and organizational learning: a critical perspective

Exploring linkages between unlearning and relearning in organizations

How do different generations contribute to the development of a learning organization in companies undergoing a lean production implementation

Tacit knowledge as a multilayer phenomenon: the “onion” model

Early steps in learning about organizational learning in customization settings: A communication perspective

Organizational Learning as a Moderator of the Effect of Employee Participation on Academic Results: An Empirical Study in Vietnam.

The journey of team learning since “The Fifth Discipline”

Unlearning towards an Uncertain Future: On the Back End of Future-Driven Unlearning.

Dynamic capabilities, organizational learning and ambidexterity in a higher education institution

Entrepreneurial learning : what do we mean by it?

Organizational Learning in Stakeholder Relations.

Entrepreneurial learning in venture acceleration programs

Entrepreneurial Learning as an Effectual Process

The New Learning Organisation: PART II - Lessons from the Royal Norwegian Air Force Academy

How to Intentionally Forget Rules in Newly Introduced Agile Projects: A Case Study of a Multinational Automotive Company.

Learning organizational ambidexterity : a joint-variance synthesis of exploration-exploitation modes on performance

Learning organization – organization emerging from presence

Organizational Unlearning: The Challenges of a Developing Phenomenon.

Inter-professional knowing as collective authorship practice

From individuals to the organization: A transactive memory system perspective on multilevel entrepreneurial learning

Board diversity and stakeholder management: the moderating impact of boards’ learning environment

Developing entrepreneurial learning triggered by factory tours

Learning-forgetting-unlearning-relearning – the learning organization’s learning dynamics

The practitioner’s part in making a difference through organizational learning

The Ever-Changing Personality: Revisiting the Concept of Triple-Loop Learning

Sequences of learning types for organizational ambidexterity

Unlearning institutional habits: an arts-based perspective on organizational unlearning

Digitalization in practice: the fifth discipline advantage

Entrepreneurial learning; intuiting, scanning, internalizing and routinizing

The learning organization as a context for value co-creation

The practitioner’s steps in making the learning organizational adaptive to the environment

The Goblet and Two Faces: Understanding Transcendence and Paradox from the Perspective of Advaita Vedanta.