Handbook of Organizational Learning and Knowledge Management, Second Edition

Abstract

The labels and names we give to constructs reflect our underlying assumptions and theories yet shape their practical implications and our research agendas. This chapter advocates a view of ‘organizations as learning portfolios’ and contrasts their characteristics with the image of ‘the learning organization’. In the former, learning is considered an innate aspect of all organizations whose learning styles represent an acquired capability. A firm’s investments in learning can be allocated and managed within the context of its portfolio. Learning portfolios can be managed to maximum effect when the impact and time value of learning are considered. The role of chief learning officers is to oversee a firm’s learning portfolio or architecture. A set of research implications is presented.