Applying organizational learning: Lessons from the automotive industry

Abstract

Organizational learning and the learning organization are concepts that have attracted a considerable amount of attention over the last decade. The article provides an analysis and evaluation of the main perspectives on learning, particularly in relation to organizational change and effectiveness. The issues involved are illustrated by a brief examination and discussion of four comparative case studies of companies in the automotive industry: the Rover Group, Volvo AB, Tallent Engineering, and GKN Hardy Spicer. The article shows that the four companies attempted to introduce organizational learning in order to develop and maintain their competitiveness. It identifies the issues which appear to be of prime importance when introducing organizational learning. However, the article also maintains that, although organizational learning may be an important factor in building an organization's competitiveness, by itself it cannot and does not guarantee success.