Learning styles and organisational development in practice: an exploratory study of how learning styles and individual learning strategies can facilitate organisational development

Jacob Brix and Karen M. Lauridsen

International Journal of Innovation and Learning, 2012, vol. 12, issue 2, 181-196

Abstract: Issues of innovation and knowledge management are often treated from an organisational learning perspective. As a complement to this, there is a vast potential in the strategic enhancement of individual learning by implementing learning styles profiles and creating personal learning strategies for management and employees in a knowledge-based organisation. Based on an action-research case study, we offer an example of how learning styles affects individual learning and thus personal knowledge creation in practice. The paper argues that innovation and knowledge management is enhanced and facilitated in practice by working with the learning styles of individuals and groups/teams.

Keywords: learning styles; personal knowledge management; organisational development; KM; individual strategies; learning strategies; organisational learning; strategic enhancement; individual learning; learning profiles; personal strategies; management; employees; knowledge-based organisations; action research; knowledge creation; individuals; groups; teams; Strategy-Lab; consultancies; Aarhus University; Denmark; universities; higher education; incremental innovation. (search for similar items in EconPapers)
Date: 2012
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