The learning organisation - myth or reality? Examples from the UK retail banking industry
By: HARRIS, Lisa
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Material type: 
ArticlePublisher: West Yorkshire, England : MCB Uiniversity Press, 2002Subject(s): Learning | Innovation | Technological Change | BankingThe Learning Organization : an international journal 9, 2, p. 78-88Abstract: This article considers the issue of learning in the context of new technology projects that have recently been implemented in the UK retail banking industry. Continual changes in the banking industry. Continual changes in the business environment have focused attention upon the need for organisations to " learn" uf they are to retain their market positions. Interviews were retain their market positions. Interviews were conducted with 42 bank managers and industry consultants over an 18 month period. Five case consultants over an 18 month period. five case studies of major new projects are drawn upon which provide evidence that learning from past mistakes, or even building upon past successes, continues to be the exception rather than the rule. As a result, even successful projects had a limited impact upon the activities of the organisations as a whole. It is concluded that reluctance to desseminate lessons learned throughout the organisation means the full potential offered by new technologies will continue to elude banks until their apparently compacent attitude towards learning is addressed
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This article considers the issue of learning in the context of new technology projects that have recently been implemented in the UK retail banking industry. Continual changes in the banking industry. Continual changes in the business environment have focused attention upon the need for organisations to " learn" uf they are to retain their market positions. Interviews were retain their market positions. Interviews were conducted with 42 bank managers and industry consultants over an 18 month period. Five case consultants over an 18 month period. five case studies of major new projects are drawn upon which provide evidence that learning from past mistakes, or even building upon past successes, continues to be the exception rather than the rule. As a result, even successful projects had a limited impact upon the activities of the organisations as a whole. It is concluded that reluctance to desseminate lessons learned throughout the organisation means the full potential offered by new technologies will continue to elude banks until their apparently compacent attitude towards learning is addressed
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