Guidelines to facilitate the implementation of a learning organisation strategy.
Kambale, Ngise
Kambale, Ngise
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Abstract
The South African automotive industry, pivotal to the nation's economy, confronts significant challenges, leading to a noticeable downturn in performance. Extensive research underscores the industry’s predicament, notably exemplified by a discernible drop in GDP contribution from 6.4% to 4.9% between 2019-2020 and a profound 7.8% contraction in production in 2022. These harsh conditions, deepened by the recent Covid-19 pandemic, have aggravated underlying issues, such as skills shortages, an innovation deficit, process inefficiencies, resistance to change, and a failure to align with evolving market dynamics. Amidst these challenges, this research paper tunnels into the multifaceted world of learning organisation strategy (LOS) implementation. Drawing insights from international and South African success cases, the study aimed to comprehend the intricacies of LOS adoption. The research journey encompassed analysing success cases, exploring the impact of LOS on worker performance and productivity, and formulating guidelines tailored to the South African automotive industry. Desktop research, employing a systematic approach, uncovered key insights from various success cases, both local and international. Thematic categorisation revealed three vital aspects: learning organisation strategy, employee performance and productivity, and the nuanced context of LOS in South Africa. The analysis showcased that organisations, both local and global, have successfully utilised specific features within LOS, leading to their achievements. From this study emerged an LOS adoption framework featuring six pivotal factors discussed in the upcoming chapters. It is essential to highlight that the research journey has not been one of mere exploration, but one of illumination. The guidelines set forth in this study have the potential to be the catalyst for transformative change within the South African automotive industry, leading to a new era of learning, adaptation, and enduring success.
Description
Submitted in partial fulfilment of the requirement for the degree of Master of Engineering in Engineering Management (MEEM18) in the Department of Industrial Engineering within the Faculty of Engineering and the Built Environment at the Tshwane University of Technology.
Date
2023-08-30
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Tshwane University of Technology
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Keywords
Guidelines, Continuous Learning, Learning Organisation, Organisational Learning, Success Cases, Worker Performance, Productivity, Strategy