Is yours a learning organization?

By D. Garvin, Amy C. Edmondson, Francesca Gino. Harvard Business Review, 2008

1,091 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d016f306552b18b3b08a0c8a17f363a7e8eac055

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Citations in the corpus

Approaches for Organizational Learning: A Literature Review (2018, background): “Despite its relevance for performance, organizations still struggle to implement OL (Garvin, Edmondson, & Gino, 2008; Taylor, Templeton, & Baker, 2010) due to its highly conceptual nature with little practical guidance (Garvin et al., 2008; Reich, 2007; Taylor et al., 2010) as well as confusion abou”
Organizational learning paths based upon industry 4.0 adoption: An empirical study with Brazilian manufacturers (2020, background): “Moreover, Garvin et al. (2008) advised that several organizations tend to assume that OL will naturally occur and be incorporated into their routines and procedures effortlessly, without substantial shifts in management and operational processes.”
From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning (2019, methodology): “Drawing from Garvin et al. (2008), we mobilize the construct of team openmindedness, which characterizes the degree to which a team is open to both a wide repertoire of information (e.g. suggesting a new approach) and the implications of novel information (e.g. abandoning a trusted approach).”
Examining organizational learning in schools: The role of psychological safety, experimentation, and leadership that reinforces learning (2012, methodology): “A second dimension of the Garvin, Edmondson, and Gino (2008) model that we pull out for special consideration in this context is “experimentation.””
Interplay between performance measurement and management, employee engagement and performance (2017, background): “Furthermore, factors such as a clear sense of purpose, autonomy, a supportive learning environment and psychological safety enhance engagement levels of employees (Saks, 2006; Cartwright and Holmes, 2006; Garvin et al, 2008; Dollard and Bakker, 2010).”
Mind the Gap: Organizational Learning and Improvement in an Underperforming Urban System (2012, methodology): “The organizational learning and climate items were developed based on our theoretical framework, as well as items used in other contexts that were adapted to the school and district setting (see, e.g., Garvin et al. 2008) or used in schools (e.g., Tschannen-Moran and Hoy’s [2000] trust scale).”
Intellectual capital and SMEs’ performance: A structured literature review (2019, unknown): “First, IC enables the creation of a learning organization (Mella, 2012; Senge, 1990); that is, a firm that develops double loop learning (Argyris & Schön, 1978), and is able to acquire, create, and transfer knowledge (Garvin, Edmondson, & Gino, 2008).”