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To what degree does the company's strategy, purpose, and organization support change?
To be a learning organization, a company must develop means for acquiring and developing new knowledge, which includes organizational and social structures to enable employees and teams to learn and share (Cummings, 2009, ch. 21, p. 538). The strategy, purpose and organizational support must support the new learning organization mentality. At GM, this shift to a learning organization started with the revised vision and culture. The vision, along with top executive support, gives the company direction (Cummings, 2009, ch. 21, p. 536). Using the vision as a catalyst, GM altered its strategy and purpose. The cultural changes supported a new organizational support to drive towards achieving that vision. These changed the foundation needed to create a learning organization and enabled employees and the company to embody those associated values and practices.
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