ABSTRACT
The purpose of the book has been to examine the robustness of organisational learning and the learning organisation concepts in assisting organisations in the automotive sector to manage change. The context of enquiry was selected on the basis that the automotive sector is recognised by theorists and practitioners alike as not only dynamic in nature but also influential in establishing new forms of work organisation that impact beyond the sector. The study first examined the development and nature of the changes that are specific to the research sector. Second, the literature on organisational learning and the learning organisation was reviewed. In tandem with that review, the literature surrounding approaches to managing change was explored in order to identify the connections with and reciprocal nature of the relationship between learning and change. Finally, the study reported and compared the experiences of four case studies of organisations that accept that change is most effectively accomplished by the adoption of an educational, learning approach.
