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The Learning Loop Effect: Exploring the Role of Continuous Learning and its Implication on Agility in Large Swedish Organizations

Björling, Eleonore Karin Marie LU and Sohlberg, Ellen LU (2025) MGTN59 20251
Department of Business Administration
Abstract
This thesis explored how large Swedish organizations leverage continuous learning to
enhance organizational agility in response to the challenges of operating in a VUCA
(Volatile, Uncertain, Complex, and Ambiguous) world. The aim was to examine how learning
initiatives are enhancing and sustaining organizational agility in two case companies, one in
entertainment technology and one in industrial technology, with differing decentralized
structures and histories. This study adopted an abductive qualitative research approach,
guided by a theoretical framework synthesizing four core concepts: VUCA World,
Organizational Agility, Learning Culture, and Continuous Learning. Data were collected
through ten semi-structured interviews with... (More)
This thesis explored how large Swedish organizations leverage continuous learning to
enhance organizational agility in response to the challenges of operating in a VUCA
(Volatile, Uncertain, Complex, and Ambiguous) world. The aim was to examine how learning
initiatives are enhancing and sustaining organizational agility in two case companies, one in
entertainment technology and one in industrial technology, with differing decentralized
structures and histories. This study adopted an abductive qualitative research approach,
guided by a theoretical framework synthesizing four core concepts: VUCA World,
Organizational Agility, Learning Culture, and Continuous Learning. Data were collected
through ten semi-structured interviews with key stakeholders across both companies and
analyzed using pattern matching as a method. A coding structure based on the four
aforementioned concepts was used to categorize and interpret the data. The findings revealed
that both companies actively engage with challenges in the VUCA world by embedding
continuous learning and agility into their strategic and operational practices. Despite the
differences in sectors, company age and organizational structure, both companies emphasized
the importance of decentralization, self-driven learning, and a combination of formal and
informal learning initiatives to enhance organizational agility. Key findings highlighted the
use of feedback loops, knowledge sharing and managerial engagement in learning as enablers
of this agility. The study concluded that cultivating a learning culture is fundamental in
building organizational agility, where organization-wide commitment is required. The
findings contribute to the broader literature on organizational agility and learning in
organizations by offering insights in how learning strategies can support adaptability in
dynamic environments. (Less)
Please use this url to cite or link to this publication:
author
Björling, Eleonore Karin Marie LU and Sohlberg, Ellen LU
supervisor
organization
course
MGTN59 20251
year
type
H1 - Master's Degree (One Year)
subject
keywords
VUCA World, Continuous Learning, Learning Culture, Organizational Agility, Decentralization
language
English
id
9206966
date added to LUP
2025-06-30 14:40:21
date last changed
2025-06-30 14:40:21
@misc{9206966,
  abstract     = {{This thesis explored how large Swedish organizations leverage continuous learning to
enhance organizational agility in response to the challenges of operating in a VUCA
(Volatile, Uncertain, Complex, and Ambiguous) world. The aim was to examine how learning
initiatives are enhancing and sustaining organizational agility in two case companies, one in
entertainment technology and one in industrial technology, with differing decentralized
structures and histories. This study adopted an abductive qualitative research approach,
guided by a theoretical framework synthesizing four core concepts: VUCA World,
Organizational Agility, Learning Culture, and Continuous Learning. Data were collected
through ten semi-structured interviews with key stakeholders across both companies and
analyzed using pattern matching as a method. A coding structure based on the four
aforementioned concepts was used to categorize and interpret the data. The findings revealed
that both companies actively engage with challenges in the VUCA world by embedding
continuous learning and agility into their strategic and operational practices. Despite the
differences in sectors, company age and organizational structure, both companies emphasized
the importance of decentralization, self-driven learning, and a combination of formal and
informal learning initiatives to enhance organizational agility. Key findings highlighted the
use of feedback loops, knowledge sharing and managerial engagement in learning as enablers
of this agility. The study concluded that cultivating a learning culture is fundamental in
building organizational agility, where organization-wide commitment is required. The
findings contribute to the broader literature on organizational agility and learning in
organizations by offering insights in how learning strategies can support adaptability in
dynamic environments.}},
  author       = {{Björling, Eleonore Karin Marie and Sohlberg, Ellen}},
  language     = {{eng}},
  note         = {{Student Paper}},
  title        = {{The Learning Loop Effect: Exploring the Role of Continuous Learning and its Implication on Agility in Large Swedish Organizations}},
  year         = {{2025}},
}