The case of the restructured learning organisation

Lank and Lank (1995) strongly advocated the ‘continuously learning organisation’ and many academics and practitioners have asserted that the greatest business value in an organisation now lies not in physical assets, but in the various elements of intellectual capital that have been developed (Bontis, 1996; Cascio, 1998). In the face of global restructuring (downsizing) and the inherent ‘loss of capital’, are organisations becoming more systematic in identifying measures to overcome this loss by proactively developing learning systems to update, record and manage such capital? Perhaps it is also the case that organisations can undertake downsizing activities and subsequently become a learning organisation?