Infusing learning into the information systems organization

Contemporary information systems (IS) organizations need mechanisms to cope with both the complexity that is created by rapid technological change and escalating business demands, and the resulting uncertainty engendered in organizational operations and policies. The IS function will not be in a position to manage such changes effectively unless it undergoes a fundamental restructuring towards becoming a ‘learning’ organization. This paper presents a framework that identifies the core drivers that an IS organization can proactively influence as it attempts to become learning-oriented. The framework identifies three essential components: (1) the learning context that defines various dimensions for measuring organizational and individual performance; (2) procedures and management initiatives that will facilitate individual learning to improve such performance; and (3) norms and culture that are established by the leadership to encourage learning. Using a case study methodology, the actions taken by one specific IS organization in its attempts to infuse learning capabilities among its members are examined. The conceptual framework for examining what it takes to be a learning IS organization and the detailed documented experiences of one specific organization may provide valuable insights to other IS organizations in their efforts to become more adaptive and responsive to change.