Extent to which Kenya airways ltd has adopted the concept of a learning organization

Abstract

This study investigated the extent to which Kenya Airways has adopted the concept of the learning organization as a strategy of dealing with rapid changes in the business environment. During the study, primary qualitative data was collected from six respondents at Kenya Airways through interviews. Secondary data was also collected. Content analysis was used to analyze the data. The study found that to a moderate extent Kenya Airways has implemented the concepts of a learning organization. The study also found that of the three dimensions of a learning organization, the third dimension (leadership that reinforces learning) had the highest mean while the second dimension (concrete learning processes and practices) had the lowest mean. The study concluded that to a moderate extent, Kenya Airways had adopted the concept of a learning organization. The study makes two recommendations. First, researchers and academicians should emphasize the link between becoming a learning organization and strategically managing change. Secondly, becoming a learning organization requires the involvement of all members of an organization. This study recommends establishment of a division that is answerable to the Chief Executive Officer to coordinate the learning organization initiatives.