A cross‐cultural analysis of the effectiveness of the Learning Organization model in school contexts

It has been argued that some management theories and models may not be universal and are based on some cultural assumptions. It is argued in this paper that the effectiveness of applying the Learning Organization (LO) model in school contexts across different countries may be associated with cultural differences such as individualism, collectivism, power distance, and future orientation. The implementation of elements of the LO model such as systems thinking, managing mental models, team learning, and developing shared visions, may face some difficulties in some cultures. This paper develops some theoretical propositions for further empirical investigations.