Definición y creación del desempeño del aprendizaje organizativo

Autores/as

  • Karen E. Watkins University of Georgia

Resumen

La literatura sobre el aprendizaje organizativo ha sido descrita como «volcánica» (Easterby- Smith, Crossan y Nicolini, 2000) por los continuos estudios existentes sobre su constructo y por los que tienen como tema principal las teorías organizativas (Prange, 1999). No obstante, existen controversias en su definición y conceptualización (Crossan, Lane y White, 1999; Templeton, Lewis y Snyder, 2002). Al respecto, en este artículo se describe la evolución de la teoría del aprendizaje organizativo en las teorías de las organizaciones que aprenden y su consiguiente impacto en el conocimiento. Sin duda, las bases de la organización que aprende o de la capacidad de aprender de las organizaciones ayudan a los líderes a transformar el aprendizaje organizativo en capacidades organizativas. El artículo concluye con el rol del aprendizaje informal entendido como estrategia para crear una cultura de aprendizaje y para potenciar el conocimiento.

Palabras clave

organizaciones que aprenden, conocimiento, aprendizaje informal

Citas

Argyris, C. (1999). On organizational learning. Malden, MA: Blackwell.

Argyris, C., & Schön, D. (1978). Organizational learning: A theory of action perspective. San Francisco: Jossey-Bass.

— (1995). Organizational learning: A theory of action perspective, 1978. Massachusetts: Addison-Wesley Publishing Company.

— (1996). Organizational learning II: Theory, method, and practice. Reading, MA: Addison-Wesley.

Ashby, R. (1956). An introduction to cybernetics. London: Chapman & Hall.

Baldwin, C. Y. & Clark, K. B. (2005). Designs and design architecture: The missing link between ‘knowledge’ and the ‘economy’ (Harvard NOM Working Paper No. 05-01; HBS Finance Working Paper No. 664043). New York: Harvard Business School.

Beck, N. (1992). Shifting gears: Thriving in the new economy. Toronto, Canada: HarperCollins, LTD.

Bersin, J. (2009, May 24). Modernize corporate training: The enterprise learning framework. Bersin By Deloitte (blog). Retrieved from http://joshbersin.com/2009/05/modern-corporate-training-the-enterprise-learning-framework/

Conde, M. A., García-Peñalvo, F. J., Rodríguez-Conde, M. J., Alier, M. & García-Holgado, A. (2014). The learners’ and teachers’ perception of LMS openness in educational and technological areas. Computers in Human Behaviour, 31, 517-526.

Crossan, M., Lane, H. & White, R. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24(3): 522-537. http://dx.doi.org/10.5465/AMR.1999.2202135

Cyert, R. M. & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs, NJ: Prentice-Hall.

Davis, D. & Daley, B. (2008). The learning organization and its dimensions as key factors in firms’ performance. Human Resources Development International 11(1): 51-66.

de Geus, A. (2002). The living company. Cambridge, MA: Harvard Business Review Press.

Easterby-Smith, M., Crossan, M. & Nicolini, D. (2000). Organizational learning: Debates past, present and future. Journal of Management Studies, 37(6): 783-796. http://dx.doi.org/10.1111/1467-6486.00203

Ellinger, A. D. (2005). Contextual factors influencing informal learning in a workplace setting: The case of “Reinventing Itself Company”. Human Resource Development Quarterly, 16(3): 389-415. http://dx.doi.org/10.1002/hrdq.1145

Ellinger, A. D., A. E. Ellinger, B. Yang & S. W. Howton. (2002). The relationship between the learning organization concept and firms’ financial performance: An empirical assessment. Human Resource Development Quarterly 13(1): 5-21.

Friedman, V. J., Lipshitz, R. & Popper, M. (2005). The mystification of organizational learning. Journal of Management Inquiry, 14(1): 19-30. http://dx.doi.org/10.1177/1056492604273758

Fuller, A., Ashton, D., Felstead, A., Unwin, L., Walters, S. & Quinn, M. (2003). The impact of informal learning for work on business productivity. Final Report to the Department of Trade and Industry, University of Leicester. Retrieved from http://dera.ioe.ac.uk/10436/1/Impact%2520of%2520informal%2520learning.pdf

García-Peñalvo, F. J. (coord.) (2013). Tagging, Recognition, Acknowledgment of Informal Learning experiences (TRAILER) https://trailerproject.eu/

García-Peñalvo, F. J., Colomo-Palacios, R. & Lytras, M. D. (2012). Informal learning in work environments: training with the Social Web. Behaviour and Information Technology, 1(3), 1-3. http://dx.doi.org/10.1080/0144929X.2012.661548

Hernandez, M. (2003). Assessing tacit knowledge transfer and dimensions of a learning environment in Colombian businesses. Advances in Developing Human Resources, 5(2): 215-221. http://dx.doi.org/10.1177/1523422303005002009

Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2(1): 88-115. http://dx.doi.org/10.1287/orsc.2.1.88

Jerez-Gómez, P., Céspedes-Lorente, J. & Valle-Cabrera, R. (2005). Organizational learning capability: a proposal of measurement. Journal of Business Research, 58: 715-725.

Kumar, N. (2005). Assessing the learning culture and performance of educational institutions. Performance Improvement, 44(9): 27-32.

Kumar, N. & Idris, K. (2006). An examination of educational institutions’ knowledge performance: Analysis, implications and outlines for future research. Learning Organization, 13(1): 96-116. http://dx.doi.org/10.1108/09696470610639158

Livingstone, D. W. (2001) Adult’s informal learning: Definitions, findings, gaps and future research. WALL Working Paper No. 21, Centre for the Study of Education and Work. Retrieved 4.21.13 from https://tspace.library.utoronto.ca/bitstream/1807/2735/2/21adultsinformallearning.pdf

Lohman, M.C. (2009). A survey of factors influencing the engagement of information technology professionals in informal learning activities. Information Technology, Learning and Performance Journal, 25(1): 43-53.

March, J. G. (1991). Exploration and Exploration and exploitation in organizational learning. Organization Science, 2(1): 71-87.

Marsick, V. J. & Watkins, K. E. (1990). Informal and incidental learning in the workplace. London: Routledge.

— (1999). Facilitating the learning organization. U.K.: Gower Publishers.

— (2003). Demonstrating the value of an organization’s learning culture: The dimensions of the learning organization questionnaire. Advances in Developing Human Resources, 5(2): 132-151.

— (2014). Informal learning in learning organizations. In Poell, R., Rocco T. & Roth, G. (Eds.). The Routledge companion to human resource development (p. 236-248). New York: Routledge.

Marsick, V. J., Nicolaides, A. & Watkins, K. E. (2014). Adult learning theory and application in HRD. In Chalofsky, N., Rocco, T. & Morris, L. (Eds.). The Handbook of HRD: Theory and Application (p. 40-63). San Francisco, CA: Jossey-Bass.

Marsick, V. J., Watkins, K. E. & Boswell, S. A. (2013). Schools as learning communities. In Huang, R. Spector, J.M. & Kinshuk (Eds). Reshaping Learning - The Frontiers of Learning Technologies in a Global Context (p. 71-88). Dusseldorf: Springer-Verlag.

Marsick, V. J., Watkins, K. E., Callahan, M. W. & Volpe, M. (2009). Informal and incidental learning in the workplace. In Smith, M. C. & DeFrates-Densch, N. (Eds.). Handbook of Research on Adult Learning and Development (p. 570-600). New York, NY: Routledge.

McHargue, S. K. (2003). Learning for performance in nonprofit organizations. Advances in Developing Human Resources, 5(2): 196-204. http://dx.doi.org/10.1177/1523422303005002007

Meyer, A. (1982). Adapting to environmental jolts. Administrative Science Quarterly, 27(4): 515-537. http://dx.doi.org/10.2307/2392528

Nurmala, I. (2014). The relationship of the dimensions of the learning culture and participation in professional development of public health professionals (Unpublished doctoral dissertation). The University of Georgia, Athens, GA.

Perrin, C. & Marsick, V. J. (2012). The reinforcement revolution: How informal learning makes training real. White Paper. Tampa, FL: AchieveGlobal.

Prange, C. (1999). Organizational learning: Desperately seeking theory? In Easterby-Smith, M., Araujo, L. & Burgoyne, J. (Eds.). Organizational Learning and the Learning Organization (p. 23-43). Thousand Oaks, CA: Sage. http://dx.doi.org/10.4135/9781446218297.n2

Revans, R. W. (1980) Action Learning: New techniques for management. London: Blond & Briggs.

Rose, R. C., Salleh, A. & Kumar, N. (2006). Learning culture and performance outcome. Management & Change, 10(2): 131-152.

Schein, E. H. (1996). On organizational learning: What is new? In: The Third Biennial International Conference on Advances in Management, Framingham, MA. Retrieved from http://dspace.mit.edu/bitstream/handle/1721.1/2628/SWP-3912-35650568.pdf?sequence=1

Senge, P. (1990). The fifth discipline The fifth discipline: The art and practice of the learning organization. New York: Currency Doubleday.

Skule, S. (2004). Learning conditions at work: a framework to understand and assess informal learning in the workplace. International Journal of Training and Development, 8(1): 8-20. http://dx.doi.org/10.1111/j.1360-3736.2004.00192.x

Templeton, G. F., Lewis, B. R. & Snyder, C. A. (2002). Development of a measure for the organizational learning construct. Journal of Management Information Systems, 19(2): 175-218.

Watkins, K. E. & Dirani, K. (2013). A meta-analysis of The Dimensions of a Learning Organization Questionnaire: Looking across cultures, ranks, and industries. Advances in Developing Human Resources, 15(2): 148-162. http://dx.doi.org/10.1177/1523422313475991

Watkins, K. E. & Golembiewski, R. T. (1995). Rethinking organizational development for the learning organization. The Journal of Organizational Analysis, 3(1): 86-101.

Watkins, K. E. & Marsick, V. J. (1993). Sculpting the learning organization. San Francisco: Jossey-Bass.

— (1996). In action: Creating the learning organization. Alexandria, VA: American Society for Training & Development.

— (1997). Dimensions of the learning organization questionnaire. Warwick, RI: Partners for the Learning Organization.

Watkins, K. E., Marsick, V. J. & Fernández de Álava, M. (2014). Evaluating informal learning in the workplace. In Halttunen, T., Koivisto, M. & Billett, S. (Eds.). Promoting, assessing, recognizing, & certifying lifelong learning: International perspectives and practices (p. 59-77). Springer Verlagg.

Watkins, K. E, Milton, J. & Kurz, D. (2009). Diagnosing the learning culture in public health agencies. International Journal of Continuing Education and Lifelong Learning, 2(1): 53-62.

Wetherington, J. M. & Deniels, M. K. (2013). The relationship between learning organization dimensions and performance in the nonprofit sector. Journal for Nonprofit Management, 16(1): 90-107.

Yang, B., Watkins, K. E. & Marsick, V. J. (2004). The construct of the learning organization: Dimensions, measurement, and validation. Human Resource Development Quarterly, 15(1): 31-56. http://dx.doi.org/10.1002/hrdq.1086

Biografía del autor/a

Karen E. Watkins, University of Georgia

Professor and Program Coordinator of Learning,Leadership and Organization Development

Department of Lifelong Education, Administration & Policy

Publicado

2016-12-23

Descargas

Los datos de descargas todavía no están disponibles.