Learning Organization

Scope & Guideline

Unveiling New Perspectives on Learning and Development

Introduction

Delve into the academic richness of Learning Organization with our guidelines, detailing its aims and scope. Our resource identifies emerging and trending topics paving the way for new academic progress. We also provide insights into declining or waning topics, helping you stay informed about changing research landscapes. Evaluate highly cited topics and recent publications within these guidelines to align your work with influential scholarly trends.
LanguageEnglish
ISSN0969-6474
PublisherEMERALD GROUP PUBLISHING LTD
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Convergefrom 1994 to 2024
AbbreviationLEARN ORGAN / Learn. Organ.
Frequency6 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
AddressFloor 5, Northspring 21-23 Wellington Street, Leeds, W YORKSHIRE LS1 4DL, ENGLAND

Aims and Scopes

The journal 'Learning Organization' focuses on advancing the understanding and application of learning processes, organizational learning, and the development of learning organizations across various sectors. It aims to provide insights into how organizations can cultivate a culture of continuous learning and adaptation to enhance performance and innovation.
  1. Organizational Learning and Development:
    The journal emphasizes the mechanisms and practices that facilitate organizational learning, exploring how organizations can effectively learn and adapt to changes in their environment.
  2. Leadership and Learning Culture:
    A significant focus is placed on the role of leadership in fostering a culture of learning within organizations, examining how different leadership styles and practices influence learning outcomes.
  3. Knowledge Management and Sharing:
    The journal investigates the processes of knowledge creation, sharing, and transfer within and between organizations, highlighting the importance of knowledge management for enhancing learning.
  4. Employee Engagement and Performance:
    Research often centers on the relationship between organizational learning, employee engagement, and performance, exploring how learning initiatives can drive employee motivation and productivity.
  5. Sustainability and Social Responsibility:
    The journal addresses the intersection of learning organizations with sustainability goals, examining how organizations can integrate responsible practices into their learning frameworks.
  6. Innovation and Digital Transformation:
    There is a growing interest in how learning organizations can leverage innovation and digital technologies to enhance learning processes and organizational effectiveness.
The journal is currently witnessing a surge in interest around several emerging themes that reflect the evolving landscape of organizational learning and development. These trends indicate a shift towards more contemporary issues that organizations face today.
  1. Hybrid Work Environments:
    Research on learning and collaboration in hybrid work settings is increasingly relevant as organizations adapt to new working models, highlighting the challenges and opportunities for learning in such contexts.
  2. Digital Learning and Technology Integration:
    There is a strong trend towards exploring how digital tools and technologies can facilitate learning and knowledge sharing, particularly in response to the growing digital transformation across industries.
  3. Employee Well-being and Learning:
    The intersection of employee well-being and learning processes is gaining attention, with studies focusing on how learning organizations can support mental health and job satisfaction.
  4. Responsibility and Ethical Learning Practices:
    Emerging themes around responsible learning organizations and integrating ethical practices into learning frameworks reflect a growing commitment to sustainability and social responsibility.
  5. Agile Learning and Adaptation:
    The concept of agile learning, which emphasizes flexibility and responsiveness in learning processes, is becoming a focal point as organizations navigate complex and rapidly changing environments.

Declining or Waning

While the journal maintains a robust focus on various themes related to learning organizations, certain topics appear to be declining in prominence. This shift may reflect broader changes in organizational practices and emerging priorities in the field.
  1. Traditional Training Methods:
    Research on conventional training methods and programs is becoming less frequent, as organizations increasingly seek innovative and flexible learning solutions that adapt to modern work environments.
  2. Hierarchical Learning Structures:
    The emphasis on rigid, hierarchical learning structures is waning, with a growing recognition of the importance of collaborative and networked learning approaches in organizations.
  3. Static Learning Models:
    There is a noticeable decline in studies focusing on static models of learning organizations, as dynamic and adaptable frameworks gain traction in response to rapid organizational changes.
  4. Sector-Specific Learning Frameworks:
    Research that confines learning organization frameworks to specific sectors is decreasing, as a more integrative and cross-sectoral approach to learning is favored.
  5. Formal Evaluation of Learning Programs:
    The focus on formal evaluations of training and learning programs is diminishing, with a shift towards more holistic assessments that consider informal and experiential learning outcomes.

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