
Contents
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Introduction Introduction
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The “Learning Company” The “Learning Company”
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The Evolution of the Learning Company The Evolution of the Learning Company
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What Does It Look Like? What Does It Look Like?
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The E-Flow of the Learning Company The E-Flow of the Learning Company
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What’s Wrong with the Learning Company? What’s Wrong with the Learning Company?
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What Has Changed since the 1990s? What Has Changed since the 1990s?
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Is the Learning Company Still Alive? Is the Learning Company Still Alive?
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Where next? Where next?
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Four Stances of the Learning Company Four Stances of the Learning Company
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In Conclusion In Conclusion
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References References
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6 Learning Company: The Learning Organization According to Pedler, Burgoyne, and Boydell
Get accessMike Pedler, University of Reading
Tom Boydell, management consultant and educator
John Burgoyne, Lancaster University
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Published:08 January 2020
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Abstract
This chapter provides an overview of the Learning Company model, describing its evolution, key features, and its potential contribution to developing organizations with ambitions to do things that matter. After describing the ideas and materials created around the time of the fall of the Berlin Wall, this chapter considers the multiple criticisms of these ideas that have arisen since then. Following a brief review of changes in the wider world over that time, it considers evidence on the question of whether the Learning Company is still alive or not. Given the seriousness of the problems now facing humanity, pre-eminently that of planetary climate change, it concludes that new concepts are needed to replace models based on ideologies of competitive advantage. A call is made for new organizational visions that go beyond sustainable development to embrace a regenerative purpose that aims to benefit the widest range of social and ecological stakeholders.
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