Learning organizations and sustainable Competitiveness

Abstract

This article is a conceptual study of the learning organization, which is believed to facilitate sustainable competitiveness. The article examines the various definitions given to the learning organizations by various writers and the characteristics that are pertinent in learning organizations. A historical perspective of learning organizations is provided. A critical review and synthesis of literature is done on the learning organization as a means to build and maintain sustainable competitive advantage. The article examines the various theories in creation and maintenance of competitive advantage, which include Porter's five forces model, the resource-based view and the knowledge-based view. The usefulness of being a learning organization as a way to respond to strategic change is highlighted. A critical review is done of the disciplines in building the learning organizations as propagated by Peter Senge, which other writers have also evaluated and commented on. 'The core disciplines include personal mastery, mental models, team learning, shared vision and systems thinking. The article considers learning within organizations as ultimately tied to culture and structure. Various cultural and structural aspects that promote learning organizations are highlighted. Case studies of ..t•h. ree organizations have been u.sed to show the application of the concept of learning organizations. The article finally provides the research context for learning organizations and th..e expected future directions . v