Organisational learning, learning organisation, and learning orientation: An integrative review and framework

Organisational Learning (OL) is essential for the survival of an organisation and has led to a significant amount of conceptual and empirical studies. However, no attempt has yet been made to track the overall evolution of OL literature along with the inter-related concepts of learning organisation and organisational learning orientation. Therefore, the present study attempts to fill this gap and track the interdisciplinary flow of knowledge by applying a structural methodology called Systematic Literature Network Analysis (SLNA). The results reveal four main areas of investigation within the field: i) the fundamentals of OL; ii) OL in relation to managerial and economic variables; iii) management of learning organisation; iv) learning orientation in relation to managerial and economic variables. Furthermore, this review contributes by arranging the findings into a theoretical framework which is termed organisational learning chain . Based on the co-analysis of main themes and key concepts detected, the framework integrates and highlights the factors that influence learning performance in and by organisations. Finally, several further research avenues are discussed, and the benefits of the applied review methodology are highlighted. • Organisational learning has much to do with the strategic view of human resources. • A higher level of learning orientation results in improved OL capabilities. • HR practices, environmental scanning, internal and external communications, and measurement and auditing are critical in improvement of OL capabilities. • OL capabilities positively influence learning organisation performance and innovation. • Human capital, culture, leadership, strategy, structure, and technology are the building blocks of OL chain.