Towards increased relevance: context-adapted models of the learning organization

Purpose – The purposes of this paper are to take a closer look at the relevance of the idea of the learning organization for organizations in different generalized organizational contexts; to open up for the existence of multiple, context-adapted models of the learning organization; and to suggest a number of such models. Design/methodology/approach – The suggested context-adapted models are deduced from works arguing that not all aspects of the idea of the learning organization should be adopted by organizations in some certain generalized organizational contexts. Findings – The idea of the learning organization needs to be reformulated, to some extent, to become fully relevant for public organizations, safety organizations, human service organizations and knowledge-intensive organizations. Research limitations/implications – To achieve a more inclusive contingency model than presented in this article, there is a need for further research examining the (full) relevance of the original learning organizational model for organizations in various certain generalized organizational contexts. Practical implications – Organizational actors could use one of the suggested context-adapted models fitting their particular organizational context as a starting point when considering adopting the learning organization. Social implications – Several adaptations suggested originate in social concerns. Originality/value – In contrast to most previous works on the learning organization, this paper adds to the existing literature by proposing several context-adapted models of the learning organization.