Based on an extensive literature review, this paper reveals several gaps in organizational learning (OL) research that need filling before we can really talk about a theory of organizational learning or verify the traits and very existence of learning organizations (LO) as a phenomenon. The critique, however, is not targeted at any single model or theory of organizational learning, but at theory building, which constantly drifts away with new definitions and approaches that break up rather than construct a theory. Despite the fact that numerous consultation tools for turning organizations into learning models have been developed and applied, the concept of organizational learning itself still remains vague and there is an urgent need for a holistic model of OL. Too much emphasis is put on studying the learning of individuals instead of concentrating on the learning of organizations. Since the theory is highly dispersed and does not really build on earlier findings, rich empirical studies are needed in order to validate measures of organizational learning. Modelling of the organizational learning process and clarification of how learning of individuals is turned into learning of organizations is needed. This paper introduces one set of OL measures developed to study whether organizational learning occurred during the operational and business culture change process of a single case company. Suggestions for further OL research are made on the basis of experiences gained when empirically testing this model.

No abstract

No abstract

In this paper we analyze the role of Enterprise System (ES) in shaping a company's transformation process by conducting an in-depth case study in a large European high-tech company. Although there are previous studies concerning organizational transformation and ES implementation process, the role of ES as an instrument for de-institutionalization is not well understood. By drawing on the framework of neo-institutional theory we seek to understand how ES facilitates discarding of the old ways of doing things and the simultaneous forming of the new institutional arrangements. This paper seeks to provide valuable insights into the de-institutionalization process and the role of ES in a company's reorganization. The findings show how ES in use serves as an agent and a platform for de-institutionalization and later as a powerful force in forming the new institutional arrangement.

No abstract