The management gurus tell us that organizations should develop a learning culture. And there is a consensus that individuals in an organization need to engage in lifelong learning. But beyond these sweeping statements, the literature falls short in describing how this is to be achieved. This report goes a long way toward addressing that need. Looking at six organizations that have established a learning culture, the authors question workplace learning as it is actually performed (it is often used as a communications tool, for example) and whether it really benefits workers. They note that workplace learning is often tied to workplace culture, and that "learning in the organisational context extend[s] beyond the concept of a well-established orthodox training system, and link[s] closely to the behaviours, attitudes, values and structures operating in organisations." Indeed, "These learning practices are designed not only to improve organisational performance but also potentially to secure greater commitment by employees to the enterprise." That said, workplace learning develops when employees assume responsibility not only for their own learning but also for their own work: when they are involved in work process reviews, for example, or when they contribute collaboratively to a management information system, "These systems can be seen to form a crucible for learning," providing a space for interaction and a space where formal learning can be embedded. Other factors influencing learning include the adoption of a market and entrepreneurship orientation, the creation of continuous learning opportunities, and the encouragement of collaboration and team learning.
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