The Military as a Learning Organisation : Establishing the Fundamentals of Best-practice in Lessons Learned. / Dyson, Tom.

In: Defence Studies, Vol. 19, No. 2, 2019, p. 107-129.

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The Military as a Learning Organisation : Establishing the Fundamentals of Best-practice in Lessons Learned. / Dyson, Tom.

In: Defence Studies, Vol. 19, No. 2, 2019, p. 107-129.

Research output: Contribution to journalArticlepeer-review

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@article{ceb64765edf740789436d573f6e61a27,
title = "The Military as a Learning Organisation: Establishing the Fundamentals of Best-practice in Lessons Learned",
abstract = "The post-Cold War era has witnessed the rapid expansion of organisational learning initiatives within NATO militaries, especially formal {\textquoteleft}lessons-learned{\textquoteright} processes. The effectiveness of national lessons-learned processes in recalibrating military activity to the demands of ongoing operations has been highly-differentiated. However, the academic literature on military change and practitioner guidance has been slow to investigate the key features of best-practice in military learning. This article breaks new ground by drawing upon the literature on dynamic organisational capabilities to explore the fundamental organisational processes and activities which are necessary to implement successful lessons-learned. It examines, in particular, the organisational features which facilitate {\textquoteleft}knowledge transformation{\textquoteright}: the effective combination of new knowledge gained from intra- and inter-organisational learning with existing organisational knowledge. The article concludes by highlighting several potential future empirical and theoretical research agendas in military learning and the importance of engagement between lessons-learned practitioners and organisational learning scholars.",
keywords = "Dynamic organisational capabilities, Knowledge transformation, Lessons-learned, Military learning, NATO Lessons-Learned Handbook, Organisational learning",
author = "Tom Dyson",
year = "2019",
doi = "10.1080/14702436.2019.1573637",
language = "English",
volume = "19",
pages = "107--129",
journal = "Defence Studies",
issn = "1470-2436",
publisher = "Routledge",
number = "2",

}

RIS

TY - JOUR

T1 - The Military as a Learning Organisation

T2 - Establishing the Fundamentals of Best-practice in Lessons Learned

AU - Dyson, Tom

PY - 2019

Y1 - 2019

N2 - The post-Cold War era has witnessed the rapid expansion of organisational learning initiatives within NATO militaries, especially formal ‘lessons-learned’ processes. The effectiveness of national lessons-learned processes in recalibrating military activity to the demands of ongoing operations has been highly-differentiated. However, the academic literature on military change and practitioner guidance has been slow to investigate the key features of best-practice in military learning. This article breaks new ground by drawing upon the literature on dynamic organisational capabilities to explore the fundamental organisational processes and activities which are necessary to implement successful lessons-learned. It examines, in particular, the organisational features which facilitate ‘knowledge transformation’: the effective combination of new knowledge gained from intra- and inter-organisational learning with existing organisational knowledge. The article concludes by highlighting several potential future empirical and theoretical research agendas in military learning and the importance of engagement between lessons-learned practitioners and organisational learning scholars.

AB - The post-Cold War era has witnessed the rapid expansion of organisational learning initiatives within NATO militaries, especially formal ‘lessons-learned’ processes. The effectiveness of national lessons-learned processes in recalibrating military activity to the demands of ongoing operations has been highly-differentiated. However, the academic literature on military change and practitioner guidance has been slow to investigate the key features of best-practice in military learning. This article breaks new ground by drawing upon the literature on dynamic organisational capabilities to explore the fundamental organisational processes and activities which are necessary to implement successful lessons-learned. It examines, in particular, the organisational features which facilitate ‘knowledge transformation’: the effective combination of new knowledge gained from intra- and inter-organisational learning with existing organisational knowledge. The article concludes by highlighting several potential future empirical and theoretical research agendas in military learning and the importance of engagement between lessons-learned practitioners and organisational learning scholars.

KW - Dynamic organisational capabilities

KW - Knowledge transformation

KW - Lessons-learned

KW - Military learning

KW - NATO Lessons-Learned Handbook

KW - Organisational learning

U2 - 10.1080/14702436.2019.1573637

DO - 10.1080/14702436.2019.1573637

M3 - Article

VL - 19

SP - 107

EP - 129

JO - Defence Studies

JF - Defence Studies

SN - 1470-2436

IS - 2

ER -