ABSTRACT
This chapter presents some key concepts from the organisational learning literature with the aim of providing a frame of reference for the analysis. It explores together the information on the performance outcomes achieved and the literature on organisational learning to draw some broad conclusions about the influence of organisational learning on corporate decision-making and corporate actions. The goal of the empirical research was to examine through a series of case studies how sustainability- and climate-oriented knowledge can be absorbed, generated and disseminated by an organisation. Internal networks appeared to be an important vehicle for organisational learning, particularly in the large companies. Finally, external factors are relatively important in starting and catalysing internal processes and climate-related actions, and for reinforcing actions and commitments. The relative weakness of consumer demand was identified by a number of companies as a fundamental barrier to making their businesses and operations more sustainable.
