• Asian Journal of Innovation and Policy
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• v.7 no.2
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• pp.310-337
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• 2018

Adoption of mobile learning (m-learning) is not new in Malaysian oil and gas industry, with heavy investment into research and development to train the workers. Nevertheless, the low application of learnt skills on the job remains an emergent research area where there is a missing link on the effects of m-learning and effective organisational learning and implication on its training transfer. The result of this quantitative research revealed that all variables in m-learning were found to have a positive relationship with the effective organisational learning, and there is evidence of training transfer as a mediator of the relationship between self-directed learning, training design, work environment and effective organisational learning. However, there were some discrepancies in the extend of training transfer between trainee characteristics and organisational learning. As such, some important issues emerged which challenge the importance of evaluating workers' readiness and transfer for a successful implementation of m-learning towards developing effective organisational learning.

• 한국디지털정책학회:학술대회논문집
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• 2006.06a
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• pp.57-64
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• 2006

Arguably, the term "Learning Organisation" (LO) was coined in the 1970's, in the organisational learning context, by Chris Argyris. Certainly it has been around for many years. But it achieved new heights of popularity after the publication of Peter Senge's book "The Fifth Discipline the Art and Practice of the Learning Organisation". Now every respectable Government Agency and major company feels obliged to call themselves a L0. A review of the academic literature and organisation documents show many different concepts being described. Indeed, it seems that some organisations claiming to be a L0 have no clear idea of what they mean by the concept. This paper seeks to go behind the confusion to see whether there is still value for serious practitioners to continue using this concept, or whether it is now such a hackneyed phrase that more precise concepts are desirable. The Literature relating to the L0 is vast and it is beyond the scope of a conference presentation to give a comprehensive literature review. Instead, the paper gives an overview of the broad groups using the term and summarises their similarities and differences. It then reviews the key concepts in Senge's work in the light of this cacophony. The paper concludes that the diversity of definitions render the term "Learning Organisation" virtually meaningless. unless it is accompanied by a specific definition. The paper also concludes that the central tenet of Senge's work, which played a major role in popularising the concept, has been largely overlooked by the many organisations claiming this proud title "A Learning Organisation." It is argued that Senge's contribution to the literature in this field, the centrality of systems thinking to effective organisation learning remains a little understood, but critical insight.

• Safety and Health at Work
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• v.15 no.1
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• pp.24-32
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• 2024

Background: Learning from incidents for accident prevention is a two-stage process, involving the investigation of past accidents to identify the causal factors, followed by the identification and implementation of remedial measures to address the identified causal factors. The focus of past research has been on the identification of causal factors, with limited focus on the identification and implementation of remedial measures. This research begins to contribute to this gap. The motivation for the research is twofold. First, previous analyses show the recurring nature of accidents within the Ghanaian mining industry, and the causal factors also remain the same. This raises questions on the nature and effectiveness of remedial measures identified to address the causes of past accidents. Secondly, without identifying and implementing remedial measures, the full benefits of accident investigations will not be achieved. Hence, this study aims to assess the nature of remedial measures proposed to address investigation causal factors. Method: The study adopted SMARTER from business studies with the addition of HMW (H - Hierarchical, M - Mapping, and W - Weighting of causal factors) to analyse the recommendations from 500 individual investigation reports across seven different mines in Ghana. Results: The individual and the work environment (79%) were mostly the focused during the search for causes, with limited focus on organisational factors (21%). Forty eight percentage of the recommendations were administrative, focussing on fixing the problem in the immediate affected area or department of the victim(s). Most recommendations (70.4%) were support activities that only enhance the effectiveness of control but do not prevent/mitigate the failure directly. Across all the mines, there was no focus on evaluating the performance of remedial measures after their implementation. Conclusion: Identifying sharp-end causes leads to proposing weak recommendations which fail to address latent organisational conditions. The study proposed a guide for effective planning and implementation of remedial actions.