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In this issue of The Learning Organization, the articles focus on providing clarity to overcome the vagueness often associated with defining the learning organization. Dr Nancy Dixon and Dr Max Visser provide case studies to benefit practitioners in envisaging an organization design or routines enacted by management to expand learning ability of an organization. These case studies assist readers in understanding how one organization applied four dimensions to promote learning and how another organization managed the routines that led to learning. Dr Ricardo Chiva and Dr Bernard Simonin both provide practitioners with perceptive views of the levels of learning within the organization. Practitioners can relate the views presented in these articles to assess their own organization to promote an understanding of exactly where their organization now resides on the learning journey. Finally, Dr Rob Poell and Dr Ferd Van der Krogt afford the readers with an interpretation of learning network theory, whereby the reader can appreciate more about the linkages between human resource development (HRD) activities and the network perspective. Ultimately, the study leads to HRD as the guide for the organization through a learning journey. For a practitioner of any position within the organization, this article aids in understanding the advantage of HRD to the learning network. The understanding of the learning network theory as termed by the authors leads to approaches that could be practical to improve learning within any organization. There is no one solution manual to generating the learning organization. Often just too many variables exist to clearly illustrate the direct correlation between action or design and result in a manner applicable to every organization. Or, more appropriately, no two organizations are entirely the same. Therefore, at least understanding the levels of learning places some similarities upon which practitioners can stimulate action. However, replication of successes in one organization may be problematic in another. But, the insights from this issue of The Learning Organization can support practitioners to better assess their organization, understand how functions work together from a learning network view and learn from case studies how to augment their organization’s learning journey. The summary contains three sections aligned with the introduction above:

Analyzing the loops and taking the steps on the journey toward a learning organization