Organisational Learning: Bridging University Knowledge and Corporate Needs

The organisational learning involves the process of creating, acquiring, and transferring of knowledge and reformulates it in a structural manner (Sailer, 2013). It often involves training, learning, and development, and the notion of the learning organisation is becoming more important. The process helps to close up the gap between the university knowledge and the skills needed in the corporate (Christofil, et al., 2015). Furthermore, the knowledge and learning could form the basic cornerstone for innovation which later can be turned into competitive advantage (Soliman, 2015); organisations need to learn faster than their competitors to stay ahead of the competition (Garvin, et al., 2008). A well-trained labour forces also contribute to the productivity and capable of adapting changes and uncertainty within the organisation (Graham & Bennett, 1995). Organisational learning also linked closely to organisational sustainability as well as the Triple Bottom Line sustainability context (Smith, 2012).

A learning organisation works and act with ideas (Garvin, et al., 2008). The learning process act as the nervous processing system and conceptualise information and transform into actionable knowledge (Duffield & Whitty, 2015).

The learning in the workplace can took place by formal learning, informal learning, and incidental learning. Formal learning is associated with organised training and development programmes (Manuti, et al., 2015). Informal learning is the natural learning process in everyday experience, which is spontaneous, flexible, and not supported directly by the organisation (Kyndt, et al., 2016). Incidental learning, on the on other hand, is the by-product of the learning process - through one’s experience and environment – which was not intended (Marsick & Watkins,