ABSTRACT
The concept of organizational learning was originally proposed by Argyris (Argyris & Schön, 1978; Argyris, 1992) and has been practically argued by Senge (1990). Organizational learning has since attracted many researchers and practitioners who are interested in organizational changes, whether incremental or revolutionary. The concept represented an important function that had been overlooked as part of the managerial function taken as a major characteristic of organizations. Argyris argued that a wide range of organizational members required learning in order to revise their underlying thinking rather than just to deal with the challenges they faced. Senge proposed that a “dimension that distinguishes learning from more traditional organizations is the mastery of certain basic disciplines or ‘component technologies’.” He identified five disciplines that converged to “innovate learning organizations.”
