The Learning Organization journal is the world's leading platform for sharing new insights and identifying current challenges in the field of learning organizations, organizational learning and related topics. We keep our readers up to date on new thinking, trends, challenges and developments in the field of learning organizations.
However, as we are convinced of the importance of building and sustaining learning organizations, we also place great importance to the implications of the research findings for future research, but also for practice and society. In addition to asking authors to highlight the implications for research, practice and/or society in their contributions, we also publish a separate article in each issue entitled Implications for practitioners, in which we analyse all the articles published in that issue to further the discussion on the topic and identify how best to put certain findings into practice. We highlight what practitioners should be wary of and where the potential for further progress lies. In this way, we believe we can help managers, teachers, policy makers and other practitioners to effectively build and develop learning organizations.
Please find a list below of all the Implications for Practitioners that TLO has published so far:
Support and connect employees to facilitate learning
Empower and legitimate talents’ learning activities
How does learning facilitate development?
Develop and support leaders who promote organizational learning
"Working and learning in a hybrid workplace: challenges and opportunities"
Human-centered organization and innovation
Context dependent approaches to learning organization
"Strategies for building a learning organization: Managing multi-level learning dynamics"
Balancing power, learning and change in learning organizations
From humour to hope – transforming organisations through learning
Means to improve organizational learning capability
Innovation and Learning Organisations: a Practitioner’s View
How can learning organizations support sustainability goals?
What are organisations even there for? A call for deeper double-loop learning
Organisational learning and competence for boundary crossing
Threats and opportunities for learning organizations – Nordic perspective and experience
Team learning in the context of learning organizations
Character-based leadership and tacit knowledge for learning and resilience
Implementing Dimensions of a Learning Organization Questionnaire: new insights
Putting the Learning Organization into Practice
Interorganizational learning: a context-dependent process
The fifth discipline: looking ahead
Learning organizations and organizational learning through the pragmatist lens
Learning Organizations and Value Creation
Reflecting on learning organization concepts for practical application
Reflecting on impacts of Peter Senge’s Fifth Discipline on learning organizations
Entrepreneurial learning as individual and organizational learning
Learning-forgetting-unlearning-relearning – the learning organization’s learning dynamics
The Practitioner’s approach to ambidexterity and organizational learning
The Practitioner’s steps in making the Learning Organizational adaptive to the environment
Organizational learning in stakeholder relations
The Practitioner’s part in Making a Difference through Organizational Learning
Complexities of learning organizations – addressing key methodological and content issues
Approaches to help the practitioner determine ‘are we a learning organization’
Challenges of the levels of learning
Unlearning and the learning organization: revisited and expanded
Intergenerational learning and knowledge transfer – challenges and opportunities
Gender impact on the Learning Organization
Is the higher educational institution a learning organization (or can it become one)?
Managing people and learning – major challenge for modern managers
Analyzing the loops and taking the steps on the journey toward a learning organization
How to unlearn and change – that is the question!
Putting organizational unlearning into practice: a few steps for the practitioner