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Managing organisational learning and intellectual capital

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  • J. Mouritsen
  • K. Flagstad

Abstract

This paper considers some relationships between organisational learning and intellectual capital. In particular, it is suggested that intellectual capital – and the managerial technology found in intellectual capital statements – may help develop an organisational appreciation of organisational learning. It is suggested that theories of organisational learning are overly individual-centric and that the more collective approach favoured by intellectual capital may produce a clearer management agenda for the expansion of organisational and corporate practices more aligned with the knowledge society and knowledge intensive firms.

Suggested Citation

  • J. Mouritsen & K. Flagstad, 2004. "Managing organisational learning and intellectual capital," International Journal of Learning and Intellectual Capital, Inderscience Enterprises Ltd, vol. 1(1), pages 72-90.
    • Handle: RePEc:ids:ijlica:v:1:y:2004:i:1:p:72-90
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    Cited by:

    1. Jan Mouritsen & Per Nikolaj Bukh & Heine Kaasgaard Bang, 2005. "Understanding Intellectual Capital in an Innovative Medium-sized Firm: The Case Of Maxon Telecom," Australian Accounting Review, CPA Australia, vol. 15(36), pages 30-39, July.

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