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Building a supportive culture for sustained organizational learning in public sectors including project learning.

Senaratne, Sepani; Victoria, Michele Florencia; Samaraweera, Aparna

Authors

Sepani Senaratne

Michele Florencia Victoria

Aparna Samaraweera



Contributors

Yousif Abdullatif Albastaki
Editor

Adel Ismail Al-Alawi
Editor

Sara Abdulrahman Al-Bassam
Editor

Abstract

The purpose of this chapter is to provide an approach to build a supportive organizational culture for sustained organizational learning in public sectors and means of extending such learning culture to project level. Changing culture is not an easy task. It involves an in-depth understanding of culture and its relationship with organizational learning. First, this chapter provides a brief introduction to organizational learning, organizational culture and their relationship. Then, characteristics and attributes of a learning culture are identified. Such discussion is then extended to the project culture and the learning culture at project level. Next, using case study research findings of a public sector construction organisation operating in Sri Lanka, an approach is presented in this chapter on how to identify the present culture of the organisation and change it to a learning culture. Finally, possibility of extending such learning culture to project level is discussed at Sri Lankan context.

Publication Date Jun 30, 2019
Journal Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector; Advances in Knowledge Acquisition, Transfer, and Management
Print ISSN 2326-7607
Electronic ISSN 2326-7615
Publisher IGI Global
Pages 91-111
Series Title Advances in knowledge acquisition, transfer and management
Book Title Handbook of research on implementing knowledge management stategy in the public sector
Chapter Number Chapter 5
ISBN 9781522596394
Institution Citation SENARATNE, S., VICTORIA, M.F. and SAMARAWEERA, A. 2019. Building a supportive culture for sustained organizational learning in public sectors including project learning. In Albastaki, Y.A., Al-Alawi, A.I. and Al-Bassam, S.A. (eds.) Handbook of research on implementing knowledge management strategy in the public sector. Hershey: IGI Global [online], pages 91-111. Available from: https://doi.org/10.4018/978-1-5225-9639-4.ch005.
DOI https://doi.org/10.4018/978-1-5225-9639-4.ch005
Keywords Organisational learning; Learning culture; Public sectors; Organisational culture

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