This study aims to explore how Watkins and Marsick’s learning organization framework was enacted in the practices, structures and policies of non-chain US restaurants.
Data from this multiple-site case study were collected from 52 employees in three full-service restaurants from the dimensions of the learning organization questionnaire (DLOQ), focus group interviews, observations and document collection. Data were analyzed using descriptive statistics and constant comparative analysis.
Interviews elucidated and confirmed DLOQ findings. Pre-shift briefings, managers’ role-modeling and restaurant-generated documentation revealed employees’ tacit learning. Continuously fostered experimentation and knowledge sharing promoted a learning culture. Experimentation differed across restaurants owing to different leadership approaches and organizational cultures.
Future research with subsegments of full-service restaurants having similar leadership approaches and organizational cultures, post COVID-19, and the applicability of the DLOQ to study learning in these types of restaurants both in the USA and in other countries is recommended.
Restaurateurs should capitalize on continuous life and work experiences of employees and codify learning practices by incorporating reflections in learning in pre-shift briefings and by fostering a culture of experimentation and knowledge sharing.
This study contributes to the learning organization literature by providing the first multiple-site case study account of learning practices in non-chain, full-service restaurants.
