This book examines the concepts of organisational learning and the 'learning organisation' and their take up within the context of four contemporary work organisations in the European automotive sector. This sector is renowned for continuous change and innovation in terms of work organisation and employment practices. Within this dynamic environment, the pursuit and implementation of approaches that encourage individuals to learn and challenge existing orthodoxy are now dominant on the management agenda. Using a case study approach, Penny West critically evaluates changes to processes, structures, cultures and the employment relationship per se within this seemingly more inclusive and participatory arrangement.
Key issues and themes explored in the book include: * organisational learning and change in the automotive sector, historical and contemporary developments * conceptual foundations of organisational learning * learning in organisations, theory, practice and barriers * the relationship between learning, development and change * case studies of the Rover Group, Volvo, GKN Hardy Spicer and Tallent Engineering Written for professionals like managers, or human resource developers, as well as for students of business and management completing courses such as management education, organisational behaviour and learning, this book will provide an essential practical/theoretical framework to underpin the processes of learning and change in contemporary business.