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The case of the restructured learning organisation

conference contribution
posted on 06.12.2017, 00:00 authored by Harvey GriggsHarvey Griggs, Paul HylandPaul Hyland
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?

Funding

Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)

History

Start Page

1

End Page

9

Number of Pages

9

Start Date

04/12/2002

Finish Date

07/12/2002

ISBN-10

0975016601

Location

Beechworth, Vic.

Publisher

ANZAM

Place of Publication

Melbourne, Vic.

Peer Reviewed

Yes

Open Access

No

External Author Affiliations

Faculty of Business; International conference;

Era Eligible

Yes

Name of Conference

Australian and New Zealand Academy of Management. International conference