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Managing knowledge development is critical to the proper functioning of a learning organisation. Moreover, organisational learning should be incorporated into the strategic planning of such a learning organisation to ensure the long-term survival of the organisation. In this paper, these issues are critically discussed in the context of an international organisation. It is found that although the bulk of the organisation’s work is knowledge-based, it faces problem in cultivating a “learning” culture within the organisation. There is little mutual learning between management and staff. The organisation also faces leadership and willingness problems. It would be critical for the organisation to come to terms with leveraging its knowledge base in planning for its sustainable development.