21 Facts About Organizational learning

Organizational learning is the process of creating, retaining, and transferring knowledge within an organization.

Organizational learning rates are affected by individual proficiency, improvements in an organization's technology, and improvements in the structures, routines and methods of coordination.

Organizational learning happens as a function of experience within an organization and allows the organization to stay competitive in an ever-changing environment.

Organizational learning is a process improvement that can increase efficiency, accuracy, and profits.

Organizational learning is an aspect of organizations and a subfield of organizational studies.

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Research within organizational learning specifically applies to the attributes and behavior of this knowledge and how it can produce changes in the cognition, routines, and behaviors of an organization and its individuals.

The study of organizational learning directly contributes to the applied science of knowledge management and the concept of the learning organization.

Organizational learning is related to the studies of organizational theory, organizational communication, organizational behavior, organizational psychology, and organizational development.

Organizational learning has received contributions from the fields of educational psychology, sociology, economics, anthropology, political science, and management science.

Origin of the focused study of organizational learning can be traced to the late 1970s, when researchers studied it from a psychological viewpoint.

Organization Organizational learning happens when there is a change in the knowledge of an organization.

Researchers studying organizational learning have measured the knowledge acquired through various ways since there is no one way of measuring it.

An increasingly common and versatile measure of organizational learning is an organizational learning curve demonstrating experience curve effects.

The leader-initiated cultural context of Organizational learning has inspired key research into whether the organization has a Organizational learning or performance orientation, an environment of psychological safety, the group's superordinate identity, and group dynamics.

Three key processes that drive organizational learning are knowledge creation, knowledge retention, and knowledge transfer.

Wright's identification of organizational learning curves preceded more complex outcome considerations that now inform measures of knowledge transfer.

Work on knowledge transfer applies to knowledge retention and contributes to many of the applications listed below, including the practices of building learning organizations, implementing knowledge management systems, and its context for inter organizational learning and the diffusion of innovations.

Organizational learning metacognition is used to refer to the processes by which the organization 'knows what it knows'.

An example of an organizational process implemented to increase organizational learning is the US Army's use of a formally structured de-brief process called an after-action review to analyze what happened, why it happened, and how it could be improved immediately after a mission.

Organizational learning is important to consider in relation to innovation, entrepreneurship, technological change, and economic growth, specifically within the contexts of knowledge sharing and inter organizational learning.

Organizational learning memory is an agglomerate of individual's memory, composed by data, information and knowledge.