Affiliations: School of Business, University of Kansas, Lawrence, KS 66045 and President of Mackenzie And Company, Inc., 700 Massachusetts Street, Lawrence, KS 66044, USA
Note: [1] The author wishes to acknowledge the contributions of Yeon Choi and Carol A. Benoit in developing the organizational learning model. The author wishes to thank Barry Barnes, Steven Carrellas, Leslie Nardone, and Donald F. Utter for their suggestions for improving this manuscript.
Abstract: This paper is the first of a three part series on a new model of organizational level learning. This first part describes the model. The second part describes the application of the model. Part three discusses applications to organizational problem solving. The model is based on the idea that an organization can be viewed as a type of scientific community and organizational learning as an organizational phenomenon. The model has four main interdependent components: (a) Evolution of the Organization's Theory-In-Use, (b) Developing the Organizational Means to Implement the Theory-In-Use, (c) Applying Organizational Means and Deployable Technologies, and (d) Selecting and Developing Deployable Technologies. Organizational knowledge, learning, and intelligence are defined with respect to the new model. This model reflects a significant shift in perspective for the organizational learning literature.
Keywords: Organizational hologram, organizational knowledge, organizational learning, and organizational intelligence
