New Zealand Research on Skills Formation and the 'Learning Organisation': Critical Analysis of the Case Study Methodology

In recent years there has been continuing debate about what skills are needed for New Zealand's competitive business environment. Many commentators talk of a skills crisis, while some academics argue that the skills crisis is a myth. Recent research on workplace reform in seven 'leading edge' New Zealand companies highlights six crucial limitations of the debate. These are a focus on: i) individual skills rather than organisational culture, work design and employment relationships; ii) formal training rather than work-based learning; iii) the skills of school leavers rather than those of managers, supervisors and workers; and iv) technical, rather than organisational and team, skills. The debate also pays inadequate attention to v) how people learn in teams; and vi) the complexity of the current business and policy environment. In November 1993, N7JSR &D commenced a FRST -funded, three-year project on 'Economic Restructuring and Skills Formation' to address these limitations. Based on jive case studies in a range of sectors, the project examines characteristics of enterprises seeking sustainable competitive advantage by operating as a 'learning organisation'; one where the organisational structure itself is an environment for continuing education. Case study analysis is also used to understand the relationship between the company's corporate strategy and skilling process; the core skills required by managers, supervisors and workers, and how these are formed. The purpose of this paper is to outline the project's case study design, explain why this methodology has been selected and examine debates about its validity and utility.