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Autor/inAkella, Devi
TitelThe Ideology of Learning Organisations in Africa: A Critical Analysis
QuelleIn: International Journal of Learning and Change, 4 (2010) 1, S.21-35 (15 Seiten)Infoseite zur Zeitschrift
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Spracheenglisch
Dokumenttypgedruckt; online; Zeitschriftenaufsatz
ISSN1740-2875
DOI10.1504/IJLC.2010.030169
SchlagwörterIdeology; Criticism; Foreign Countries; Organizational Development; Models; Personnel Evaluation; Employees; Human Resources; Labor Force Development; Interviews; Africa; Botswana
AbstractOrganisations worldwide have acknowledged the connection between corporate learning, development and business sustainability. Emphasis is being laid on creating and designing a learning organisation "that is skilled at creating, acquiring, interpreting, transferring and retaining knowledge" [Garvin, (2000), p.32]. Extensive literature exists about the successful implementation of the learning organisation design by numerous companies globally. However, the appropriateness of the ideology of learning organisation and its concepts globally, has so far been neglected [with the exception of Jackson (2004)]. This paper investigates the appropriateness and effectiveness of the learning organisation model in the African continent. The paper explores the various dimensions and characteristics of the learning organisation model to provide insights on any problematic concerns relating to the effective governance of these contemporary models. The paper bases its critical discussion and analysis of learning organisations including its negative consequences on empirical evidence obtained from a case study in Botswana. (Contains 1 table.) (As Provided).
AnmerkungenInderscience Publishers. World Trade Centre Building II 29 route de Pre-Bois Case Postale 856 CH-1215, Geneva 15, Switzerland. Fax: +44-1234-240515; e-mail: editor@inderscience.com; Web site: http://www.inderscience.com
Erfasst vonERIC (Education Resources Information Center), Washington, DC
Update2017/4/10
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