Original Research

The learning organisation: A means of facilitating training for change in South African organisations

F. W. Struwig, E. E. Smith, D. J. Venter
South African Journal of Economic and Management Sciences | Vol 4, No 2 | a2649 | DOI: https://doi.org/10.4102/sajems.v4i2.2649 | © 2018 F. W. Struwig, E. E. Smith, D. J. Venter | This work is licensed under CC Attribution 4.0
Submitted: 06 July 2018 | Published: 30 June 2001

About the author(s)

F. W. Struwig, Department of Business Management, Vista University, South Africa
E. E. Smith, Department of Business Management, Vista University, South Africa
D. J. Venter, Institute for Statistical Consultation and Methodology, University of Port Elizabeth, South Africa

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This article considers the nature and role of the learning organisation as a means of implementing change through training in South African organisations. The paper is based on theoretical study and empirical research, including 365 training and organisational development specialists in South Africa. Five null hypotheses were empirically tested in order to establish relationships between the learning organisation and certain independent variables (classification data and training). Advanced statistical methods, such as analysis of variance and correlation coefficients were used to test these hypotheses. The learning organisation facilitates learning by all its members and has the capacity to adapt and change continuously. If learning is an organisational priority, training programmes should be designed to promote initiatives to change the organisation. Emphasis should be placed on both learning (acquiring knowledge and skills) and doing (practical application).


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