By Michael J. Marquardt

Dozens of up-to-date and new case reports express the structures studying association version in motion and illustrate how 5 special subsystems--learning, association, humans, wisdom, and technology--support one another to augment the standard and influence of studying.

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Additional resources for Building the Learning Organization: Mastering the 5 Elements for Corporate Learning - 2nd edition

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They did not examine and implement the various inherent components that make up the learning organization. Based on the author’s experience with hundreds of learning organizations over the past 15 years, it is clear that this kind of learning is not possible nor can it be sustained without understanding and developing five related subsystems. These subsystems are learning, organization, people, knowledge, and technology (see Figure 1). All five are necessary to sustain viable, ongoing organizational learning and ensuing corporate success.

Thomas Stewart (1991) asserts that “Brainpower . . has never before been so important for business. Every company depends increasingly on knowledge—patents, process, management skills, technologies, information about customers and suppliers, and old-fashioned experience. . This knowledge that exists in an organization can be used to create differential advantage. In other words, it’s the sum of everything everybody in your company knows that gives you a competitive edge in the marketplace” (p.

Webber (1993) notes that the expected distinction between manufacturing and services is becoming less real. The real impact of the information economy is to create increasing similarity in the world of work. A fascinating aspect of knowledge workers is that they do, in fact, own the means of production, and they can take it out the door with them at any moment. Therefore, managers have to attract and motivate; reward, recognize, and retain; train, educate, and improve; and, in the most remarkable reversal of all, serve and satisfy knowledge workers.

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