Title: The ideology of learning organisations in Africa: a critical analysis

Authors: Devi Akella

Addresses: College of Business, Albany State University, Albany, GA 31707, USA

Abstract: Organisations worldwide have acknowledged the connection between corporate learning, development and business sustainability. Emphasis is being laid on creating and designing a learning organisation ||that is skilled at creating, acquiring, interpreting, transferring and retaining knowledge|| [Garvin, (2000), p.32]. Extensive literature exists about the successful implementation of the learning organisation design by numerous companies globally. However, the appropriateness of the ideology of learning organisation and its concepts globally, has so far been neglected [with the exception of Jackson (2004)]. This paper investigates the appropriateness and effectiveness of the learning organisation model in the African continent. The paper explores the various dimensions and characteristics of the learning organisation model to provide insights on any problematic concerns relating to the effective governance of these contemporary models. The paper bases its critical discussion and analysis of learning organisations including its negative consequences on empirical evidence obtained from a case study in Botswana.

Keywords: Africa; learning organisations; multinationals; critical theory; Botswana; multinational enterprises; MNEs.

DOI: 10.1504/IJLC.2010.030169

International Journal of Learning and Change, 2010 Vol.4 No.1, pp.21 - 35

Published online: 11 Dec 2009 *

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