ABSTRACT
This chapter shows, by utilising organisational learning (OL) theory, how the complexity of an organisation and the political and societal demands from its environment complicate the institutionalisation of new concepts. It begins with an overview of OL theory and do so on the assumption that OL has had little application so far in International Relations (IR). The chapter then develops an OL model that allows the author to analyse the development of civil-military cooperation (CIMIC) within North Atlantic Treaty Organization (NATO). OL theories are alert to the distinction between institutions and organisations. The link between individual and organisational learning seems to be crucial in the learning process. An internalisation process occurs when an internal learning process from individual to group and organisation is completed. Given the exploratory nature of this study and the complexity and richness of the context, a case-study approach is an appropriate research strategy.
