| dc.description.abstract | This study investigated the extent to which Kenya Airways has adopted the concept of
the learning organization as a strategy of dealing with rapid changes in the business
environment. During the study, primary qualitative data was collected from six
respondents at Kenya Airways through interviews. Secondary data was also collected.
Content analysis was used to analyze the data. The study found that to a moderate extent
Kenya Airways has implemented the concepts of a learning organization. The study also
found that of the three dimensions of a learning organization, the third dimension
(leadership that reinforces learning) had the highest mean while the second dimension
(concrete learning processes and practices) had the lowest mean. The study concluded
that to a moderate extent, Kenya Airways had adopted the concept of a learning
organization. The study makes two recommendations. First, researchers and
academicians should emphasize the link between becoming a learning organization and
strategically managing change. Secondly, becoming a learning organization requires the
involvement of all members of an organization. This study recommends establishment of
a division that is answerable to the Chief Executive Officer to coordinate the learning
organization initiatives. | en_US |
