Workplace Learning for Efficiency and Effectiveness in Not-for-Profit Organisations

Australian and United Kingdom not-for-profit (NFP) organisations are under increasing pressure to become more efficient and effective in addressing complex social challenges. This qualitative multi-case study applied an analytic framework comprising four theories: organisational learning, dynamic capability, institutional and social innovation theories to investigate workplace learning in four NFP organisations. Findings indicated that while organisations undertook workplace learning to build organisational and sector capacity, their resource and capability based strategies achieved differing outcomes in response to the challenges of their context. The study’s findings contribute to strategic approaches to workplace learning and include suggestions for future research and professional practice.