Open AccessWhat Can We Learn from the Organizational Life Cycle Theory? A Conceptualization for the Practice of Workplace Learning
Author(s) -
Steven Tam,
David E. Gray
Publication year - 2016
Publication title -
journal of management research
Language(s) - English
Resource type - Journals
ISSN - 1941-899X
DOI - 10.5296/jmr.v8i2.9093
Subject(s) - conceptualization , organizational learning , maturity (psychological) , business , knowledge management , competitive advantage , affect (linguistics) , management , psychology , marketing , economics , computer science , developmental psychology , communication , artificial intelligence
In the world of business and management, the practice of workplace learning is deemed important for firms to survive or stay competitive. However, firm characteristics such as business priorities, management styles, and limited internal resources and capabilities are always organizational factors that affect how firms may practice workplace learning. According to organizational life cycle (OLC) theory, during the firm’s growth from inception, to high-growth, to maturity, firm characteristics differ and the internal resources and capabilities of the firm develop. The literature has discussed the dynamics of organizational life cycle, but little is knownabout how it possibly relates to workplace learning. The paper synthesises the OLC literature and draws the characteristics of three common stages for firms (large or small) to conceptualize different patterns of workplace learning practices, promoting a new page of empirical research potential.