This paper investigates the role of underlying learning structures and processes in the adaptation and renewal of organisations. In doing so it utilises and extends the concept of organisational learning mechanisms (OLMs) developed by Popper and Lipshitz (1998; 2000), as an organisational process of knowledge acquisition and sharing. We report from our empirical research in six, mature, medium-sized companies operating in three different sectors with varying levels of market dynamism. We extend the notion of OLMs by exploring the specific ways in which mechanisms are constructed, designed and implemented. We conclude that three aspects are of particular importance ensuring that OLMs produce higher-level organisational learning. These are: rules and procedures for OLM design and implementation, the extent of co-creation of knowledge in an OLM, and valuation of knowledge by senior management. The paper provides sharper insights into the genesis and consequences of learning processes. KEY WORDS: organisational learning, learning mechanisms, structural and procedural arrangements for learning, co-creation of knowledge, valuation of knowledge
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