Research Report
Glossary: Creating learning organizations: a systems perspective
- Author
- Aziz Shuaib Ausi
- Published
- 9 July 2026
- Last updated
- 30 August 2026
- Reading time
- 2 min
- Publication type
- Research Report
- Availability
- Open access
Executive Summary
Derived from an academic source (private repository). Bui, H., & Baruch, Y. (2010). Creating learning organizations: a systems perspective. The Learning Organization, 17(3), 208-227. https://doi.org/10.1108/09696471011034919 A Systems Perspective of the Learning Organization The following glossary defines key terms and concepts within the multi-level framework proposed by Bui and Baruch (2010). This work translates Peter Senge’s…
Derived from an academic source (private repository).
Bui, H., & Baruch, Y. (2010). Creating learning organizations: a systems perspective. The Learning Organization, 17(3), 208-227. https://doi.org/10.1108/09696471011034919
A Systems Perspective of the Learning Organization
The following glossary defines key terms and concepts within the multi-level framework proposed by Bui and Baruch (2010). This work translates Peter Senge’s foundational "Five Disciplines" into a structured, open-systems model involving inputs, processes, and outputs.
| Term | Definition |
|---|---|
| Antecedents | The foundational factors—such as individual values, organizational culture, and leadership—that trigger and support the development of learning disciplines. |
| Creative Holism | A state achieved when Peter Senge’s five disciplines interact collectively to produce an organizational capacity greater than the sum of individual efforts. |
| Flywheel of the LO | A conceptual metaphor illustrating how the momentum of various learning disciplines reinforces and accelerates the organization's growth and adaptability. |
| Inputs-Process-Outputs Model | An open-systems framework used to categorize how organizational resources and actions lead to specific performance and learning outcomes. |
| Mental Models | Internal cognitive frameworks and entrenched assumptions that individuals use to perceive their environment and determine their subsequent actions. |
| Moderators | Variables, such as the internal learning environment and communication quality, that influence the strength of the relationship between learning disciplines and performance. |
| Personal Mastery | An individual’s dedicated practice of clarifying their personal vision and maintaining an objective view of reality to drive lifelong growth. |
| Shared Vision | The collective alignment of individual goals and aspirations into a common purpose that inspires commitment rather than mere compliance. |
| Systems Thinking | The "Fifth Discipline" that integrates all others by allowing members to see the underlying structures and interconnections within complex organizational problems. |
| Team Learning | The collaborative process of developing group intelligence and dialogue to ensure that the collective capacity for action exceeds that of any single member. |
Source
Authors: Hong Bui and Yehuda Baruch Year: 2010 Journal: The Learning Organization DOI: https://doi.org/10.1108/09696471011034919
Bui, H., & Baruch, Y. (2010). Creating learning organizations: a systems perspective. The Learning Organization, 17(3), 208-227. https://doi.org/10.1108/09696471011034919
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Aziz Shuaib Ausi (2026). Glossary: Creating learning organizations: a systems perspective. Research Report. Aziz Shuaib Ausi. https://www.azizshuaib.com/verify/ACADEMIC_DERIVED-2026-00006
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This is an authenticated institutional record.
- Verification ID
- ACADEMIC_DERIVED-2026-00006
- Version
- v1.0 · r0
- Issued
- 31 July 2026
- Publisher
- Aziz Shuaib Ausi
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- All rights reserved. Reproduction requires written permission.