From organisational learning and knowledge acquisition to the learning organisation: the case of the European Commission through DG DEVCO

ABSTRACT The current article looks at types of organisational learning and connects them with knowledge acquisition processes and governance arrangements. Conceptually, it contributes by placing organisational learning within the broader context of knowledge production and governance. Moreover, it questions the learning organisation concept by showing that depending on the type of organisational learning, we may witness or not the emergence of learning organisations. Empirically, the analysis proceeds by applying the proposed theoretical lenses to the case of the European Commission’s learning journey, and more specifically to the case of the Directorate-General for International Cooperation and Development (DG DEVCO). While accounting for the evolution of DG DEVCO towards an evidence-based organisation and the still missing elements for becoming a learning organisation, the analysis shows that learning organisation as an institutional label should be used carefully and applied only when specific organisational learning sources are used, in relation to specific processes of knowledge acquisition and governance arrangements.