Learning to learn: An examination of organisational learning in selected Irish multinationals

Ted O'Keeffe, Denis Harington

Research output: Contribution to journalArticlepeer-review

23 Citations (Scopus)


The realities of global competition and increased customer sophistication have focused organisational attention on the need to develop a “learning culture”. However, while much has been written on the importance of evolving a “learning culture”, less attention has been given to understanding in a practical way the characteristics of learning organisations and the ways in which companies can improve their learning systems. This study of selected multinationals in Ireland seeks to examine current best practice in organisational learning, explore how businesses can become learning organisations, assess the role of executive management in the creation of learning organisations and determine key success factors for learning organisations. The findings suggest that learning organisation concepts are perceived as strategically important activities. The learning organisation concept is viewed as a philosophy driven by customer and competitive needs that requires executive management commitment and visible support to be successfully implemented.

Original languageEnglish
Pages (from-to)137-147
Number of pages11
JournalJournal of European Industrial Training
Publication statusPublished - 01 Mar 2001


  • Corporate culture
  • Learning organizations
  • Management
  • Strategy


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