A critical analyses of the differences between the conventional model of organizational learning and the learning strategies and

processes that are prevalent in Nigeria. Introduction: There has been an increasing and rapid change in the nature of todays businesses and this has resulted in the closure of some well-established firms. Some powerful organizations are experiencing diminishing competitive power due to the increasing globalized market. There is an increasing need for organizations to meet customers needs, for them to improve their processes and products in order to have competitive advantage over their contemporaries. Organizations of today need renewal and transformation and Lopez et al (2005) state that this has created increased interest in the growth of organizational learning. Organizations want to innovate and engage in learning in order to face the uncertainties presented by the todays business environment. Dierkes, et al (2003), asserts that there is need for organizations to acquire knowledge and improve their performance in the face of uncertainty. According to Drucker, (1992), there is need for organization to work on their competence, skills, knowledge, products, services and their structure as it will not be adequate for them over time to face and achieve competition. Thus, organizations should develop core competence, build and maintain relationship with stakeholders and maintain cohesion internally as this is critical for them to gain competitive advantage over their competitors and this would be achieved through engaging in adequate organizational learning. Analysis of literature on conventional model of organizational learning According to Tuis-Auch, L. S. in Dierkes, et al (2003), organization is defined as a system that is not separate from the environment. Thus, it is affected by events in the environment and creates the need for organizations to learn in other to respond to the stimulus occasioned by the changes in the environment. Antal et al., (2003) in Lopez, et al, (2005), asserts that organizations learn through the pressure of social dynamic and that does not only produce passive reactions but produces reaction that might involve technology development or market diversification with efficient learning/management systems. Dierkes, et al, (2003), state that organizations by processing information take strategic decision that enables them to redesign their rules and procedures. Through learning, organizations are involved in exploring new and improved ways of doing things by mutually agreeing, by sharing knowledge and by finding solutions to existing problems. Accordingly, Probst and Buchel (1997), cited Aslam et al (2011), as defining organizational learning as a process of developing problem solving ability within an organization as a result of changes in organizational knowledge. Huber (1991), also defined it as knowledge acquisition, information distribution, information interpretation and organizational memory. Argyris, C. and Schon, D. (1978), further defined it as a process through which organizational members detect and correct errors through organizational action. Thus, members of the organization focus on planned and intentional learning so as to improve its performance and this is bringing to light the role of managers and leaders as agents of learning.

Learning is distinguished by Tuis-Auch, L. S. in Dierkes et al (2003),as a dichotomous typologies where exploitation, operational, tactical and lower learning depicts imitation and adaptive behaviour while exploration, conceptual, strategic and higher learning depicts innovation and creative behaviour. Learning then is embedded in action, Nielsen, B. B. and Nielson, S. (2009), assert that it is the acquisition of knowledge that creates capacity for further action. It is a process of innovation and creativity that happens as a result of organizational responses to the changes in the environment. Innovation is viewed as being based on tacit knowledge which is not documented but is based on experience, intuition, skill and practice. It is also very difficult to copy or imitate and is shared through the interaction of individual within their group and because of this characteristics, it is viewed as a source of innovation and competitive advantage to organizations Inkpen, A. C. (1998) and Genc, N. and Iyigun, N. O. (2011). Organizational learning to takes place when knowledge is created through the knowledge spiral and this consists of four modes socialization externalization combination internalization. There must be an environment that would enable the sharing of experiences known as Ba which makes for the creation of knowledge. Nigeria is chosen as the country to evaluate In writing this project, Nigeria was taken as the country whose organizations would be analyzed in terms of their patterns of organizational learning. Nigeria as a developing country is characterized by political instability and with an unpredictable economic and business environment. This has impacted greatly on the economic well being of the country as well as the companies that operate there in particular. Other challenges being faced by these organizations are the need to gain global market and maintain a competitive advantage. An evaluation of the learning strategies and processes of organizational learning in Nigeria. Todays organizations now depend on knowledge as a great source of competitive advantage, thus most organizations now seek to learn in order to distinguish themselves and enhance their performance. Yang, C. and Chen, L. (2009), asserts that organizations that are exposed to learn will perform better despite the level of economic development and the traits of their national cultures. They further assert that organizational learning is an important factor in attaining and sustaining competitive advantage. Organizations in Nigeria are not left out. It should also be noted that organizations are reluctant to change especially organizations that are highly structured and with established processes, practice and systems. In Nigeria is a nation that is characterized by diverse ethnic groups, dialect and culture and this has role that it plays on the organizations there. Most of our organizations in Nigeria are SMEs, late comers to the international market and mostly suppliers of raw materials to advanced countries especially in the oil and gas sectors. Nigeria was underdeveloped and this has a great impact on the learning attitude of organizations. Other factors that have are affecting organizational learning in Nigeria are corruption, attitude and level of education

of most mangers and owner-managers, economic backwardness, power distance, collectivism, masculinity and uncertainty avoidance. Analysis and Discussion a) There will be a demonstration of understanding of theories of organizational knowledge and learning and their relationship to business strategy; b) There will be a description of the social context in which learning is promoted and managed in business organizations. c) There will be an assessment of the importance of knowledge as a source of competitive advantage. d) There will be an analysis of the processes of learning that take place in global and local organizational networks - learning in networks, multinational networks, and learning through strategic alliances,. e) There will be an explanation and evaluation of the barriers to organizational learning in a variety of practical business contexts. The sources of information to be used The under listed materials will be made use of but this work will not be constrained to resort to only the listed material but will consult other sources in the cause of the work. Reference: Aslam, H. D. Javaid, T. Tanveer, A. Khan, M. and Shabbir, F. (2011), A Journey from Individual to Organizational Learning. International Journal of Academic Research [Online] Available from http://ehis.ebscohost.com.ezproxy.liv.ac.uk/ehost/pdfviewer (Accessed: February 7, 2012) Argyris, C. and Schon, D. (1978), Organizational Learning: A Theory of Action Perspective . Addison-Wesley, Reading, MA. Beeby, M. and Booth, C. (2000) "Networks and inter-organizational learning: a critical review", Learning Organization, [Online] Available from http://www.emeraldinsight.com.ezproxy.liv.ac.uk/journals.htm (Accessed February 1, 2012). Dierkes, M., Berthoin Antal, A., Child, J. and Nonaka, I., (2003) Handbook of organizational learning and knowledge. Oxford: Oxford University Press. Dodgson, M. (1993), Organizational learning: A review of some literatures. Organizational Studies [Online] Available from http://ehis.ebscohost.com.ezproxy.liv.ac.uk/ehost/pdfviewer (Accessed January 6, 2012)

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