ABSTRACT
This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book describes the organizational learning as relating to the processes that enhance the actions of organizations through better knowledge and understanding. It is aimed primarily at thinking 'practitioners' those who are working in and around the fields of learning and development, management development or organization development. The book focuses on the workplace and how human resource management (HRM) practices affect the creation, retention and transfer of knowledge. It discusses the individual and social learning approaches, including behavioural and cognitive approaches, situated and experiential learning, action learning and the development of communities of practice. It also offers some frameworks, tools and techniques for measuring the impact of a variety of organizational learning interventions. Globalization and increasing competition are demanding more creativity and innovation from organizations, which is having an effect on the type of knowledge and skills required.
