ABSTRACT
Organisational learning (OL) is not traditionally a part of the innovation process; rather, it is included in models and approaches that include evaluation. However, in today’s complex and competitive environment and given that innovation culture, ability, capability, and absorptive capacity are pivotal for organisations, learning is both a necessary condition and a way to and the result of innovation. As such, it is integral in order to build capacity for innovation.
This chapter takes a wider look at OL. We propose that OL is achievable but difficult. Learning requires focus, time, and guided processes – in other words, a system and a culture that support it. Learning can also take place without an explicit intention for that specific learning. It can also have unintended consequences which may hamper organisational effectiveness as well as innovation practices.
Innovation for organisations is not just an outward orientation towards products, services, customers, and the market at large; rather, innovation, and specific innovations (such as products and services), can have an enormous impact on the organisation itself. In terms of the organisation, innovation can be learning, and learning can be innovation.
The chapter explores the topics of knowledge management and OL, knowledge creation, knowledge transfer and retention, loops of learning, the learning organisation and management, barriers to OL, and innovation as learning (and vice versa).
