Building an Organisational Learning Architecture for Strategic Renewal

Since the term ‘organisational learning'' and ‘action learning'' was introduced,their popularity has grown but the literature has not built cumulatively on the earlier concepts. Rather, it has become fragmented, with little evidence of overlap across disciplinary boundaries.Different researchers have applied the concept to different domains with little convergence or consensus on their definition. The author has taken a holistic approach to analyse how action learning was used to create an organisational learning framework in the pursuit of strategic renewal at Toyota Australia during the period 2000-2008. The uniqueness of this book is that it is based on the insider experience of a practitioner-researcher, in a real organisation, with real events and problems, and real data observed and gathered by the practitioner. The content presented is theoretically robust, ambitious in its empirical scope, and having significant potential for application. The target audients are academic researchers, leaders in organisations, practitioners and consultants who are in the field of organisational development and change management.