| A growing body of theoretical and empirical literature suggests that an organization's ability to survive in the constantly changing environment of the new millennium depends largely on its ability to learn from its own and others' experience. A number of authors specifically slate organizational learning as the source of competitive advantage. If organizational learning is the key to organizational survival, it stands to reason that organizations will have a competitive advantage if they know how well they are learning and where they can improve it.; This dissertation sought to advance the theory and practice of organizational learning by (a) constructing a theoretical framework that shows the key dimensions of organizational learning, (b) developing a methodology for the evaluation of organizational learning capacity, and (c) applying both (a) and (b) to three organizations in order to demonstrate how the evaluation of organizational learning capacity works in practice. |
