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Guest editorial: Learning organizations and the value creation process: have we answered all the questions?

The idea of learning organizations in the mainstream literature started when Peter Senge published his book The Fifth Discipline: The Art and Practice of the Learning Organization in 1990, followed by The Fifth Discipline Fieldbook in 1994. The idea of learning organizations was welcomed as a new and appealing solution to problems of organizational sustainability, legitimacy and viability. However, to be accepted as a management concept, its benefits had to be proven with regard to various performance indicators. In other words, the final test of value of the learning organization philosophy in the business literature is derived from research providing evidence of its positive contribution to organizational performance. That is why, to maintain research and practical interest, the idea of learning organizations should be evaluated through the prism of the value creation process in both profit and nonprofit sectors. In general, value creation, though of central focus in management literature, is still “not well understood” (Lepak et al., 2007, p. 180). This special issue therefore represents a contribution in this regard.

Learning organization ; value-creation ; organizational learning ; challenges

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