Open AccessThe learning organisation: A means of facilitating training for change in South African organisations
Author(s) -
D.J.L. Struwig,
Mark D. Smith,
Elmarie Venter
Publication year - 2001
Publication title -
suid-afrikaanse tydskrif vir ekonomiese en bestuurswetenskappe/south african journal of economic and management sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.277
H-Index - 17
eISSN - 2222-3436
pISSN - 1015-8812
DOI - 10.4102/sajems.v4i2.2649
Subject(s) - variance (accounting) , knowledge management , training (meteorology) , learning organization , test (biology) , training and development , null hypothesis , empirical research , order (exchange) , business , management , computer science , geography , mathematics , statistics , economics , paleontology , accounting , finance , meteorology , biology
This article considers the nature and role of the learning organisation as a means of implementing change through training in South African organisations. The paper is based on theoretical study and empirical research, including 365 training and organisational development specialists in South Africa. Five null hypotheses were empirically tested in order to establish relationships between the learning organisation and certain independent variables (classification data and training). Advanced statistical methods, such as analysis of variance and correlation coefficients were used to test these hypotheses. The learning organisation facilitates learning by all its members and has the capacity to adapt and change continuously. If learning is an organisational priority, training programmes should be designed to promote initiatives to change the organisation. Emphasis should be placed on both learning (acquiring knowledge and skills) and doing (practical application).