ABSTRACT
The culmination of research by Senge (1990) has popularized the now widespread concept of the learning organization, which has evolved to meet new corporate challenges. These challenges rest upon the need to survive in a competitive and turbulent environment, while simultaneously generating sufficient profits. Senge (1990, p. 4) proposed that the ‘most successful corporations of the 1990s will be something called the learning organization. The ability to learn faster than your competitors may be the only sustainable competitive advantage’. The need to transform an organization into an active learning entity is reinforced by other conceptual and empirical accounts that aim to convert organizational learning (as a passive action performed by an organization) into a driving force that invigorates an organization. Accounts provided by theorists, such as Kim (1990), Garvin (1993), Thurbin (1994), Pearn et al. (1995) and Rowley (2000), support such a notion.
