On the nature of learning communities: a study of four organisations

Abstract

PurposeThe purpose of this investigation is to look at four organisations to see whether they meet the criteria of learning communities. Two are involved with higher education, one is an army unit, and the fourth is an organisation responsible for aviation safety.Design/methodology/approachThe research was based on qualitative analyses of what made the four organisations learning communities. This comprised interviews with key personnel and responding to a 15‐item questionnaire.FindingsIn the Australian example, specialised areas of responsibility were established to facilitate change. In the Indonesian example, a colonial past, a political/cultural divide, a feudalistic approach to modern day problems and a rich tradition presented a challenge to innovation. In the army unit, highly specialised knowledge had to be acquired, adapted and applied. In the aviation safety organisation, technological issues specifying flight operations were the main focus. This organisation was akin to both a learning organisation and an innovative knowledge community, although working within a bureaucratic structure.Research limitations/implicationsOne limitation was access to personnel such as CEOs. Another was translating the questionnaire into Indonesian. A third was related to confidentiality, i.e. should participants reveal the identity of their parent organisation, and their own?Practical implicationsThe study identified the need to re‐define strategic objectives. Organisations must undertake this task when faced with changing circumstances.Originality/valueThe paper has value because it looks at effective, learning communities and the formal and the informal learning process.