This paper examines how
organisational learning is now accepted as a central, rather than peripheral organisational variable, with its competitive
value widely recognized. It looks at how the concept of organisational learning is
seen to have broad analytical value, because of its
emphasis on dynamic, changing relationships and emergent phenomena and how it is seen as a critical complement to managerial theory. It also discusses how a knowledge-
creating company is a rich setting for the investigation of organisational learning and its associated knowledge processes. Knowledge-creating companies can be seen as pioneers, given their everyday emphasis on knowledge creation and learning. Outline Introduction Why a Learning
Organisation and Knowledge Management? Core Competencies of Knowledge Examples of Success Impediments to a Learning Organisation and Knowledge Management Conclusion