Abstract:
Public organizations provide training to enhance their employee’s capabilities to provide better
services. Public organizations should use different learning methods to enhance their employee’s
skills and service offering. Therefore, public organizations are considering using different learning
programs such as classroom training, coaching, mentoring, internship, visiting fellows and other new
and innovative learning programs. For the organizations to be effective in providing the learning
programs to their employees, there is a need to have an approach to support these efforts. This
research suggests that Organizational Learning Capability (OLC) is the right approach to do that. The
OLC is defined as the facilitation of a process to ensure that the organization is learning from its
operations and experiences of different projects and initiatives. This learning process is influenced by
certain factors that are directly related to the performance of both employees and service provision.
The research starts by performing an extensive literature review of organisational learning capability
and the enabling digital technologies. Based on the findings of the literature review, a semi-structured
questionnaire was developed to capture the sector perspective by interviewing employees in public
service organizations within United Arab Emirates, United Kingdom, France, Poland, Spain, Norway,
and Finland. This research proposes an OLC model consisting of the 3 key elements that represent
the definition of OLC; the learning processes, enablers, and influential factors. The OLC model helps
public service organizations to improve their learning activities and bridge the gap between
investments in learning initiatives and improvement in service provision in public organizations. The
OLC model helps to define all other learning programs where the coaching, Gemba-Walk and design
thinking learning programs are presented in this thesis as OLC sub-models. These are new and
innovative learning programs whose potentials are being explored in this research, for their ability to
enhance employees and service provision within public service organizations. Moreover, two
digitalised software demonstrators for the coaching and design thinking learning programs are
presented in this research to reflect how digital enabling technologies could facilitate the
implementation of learning programs in public services organizations. Furthermore, to validate the
OLC model and sub-models, two case study validations (concerning the implementation of coaching
and design thinking learning programs in a public service organization), as well as two experts’
evaluations are presented in this research. The key contribution to knowledge from this research is a
comprehensive OLC model that helps public service organizations introduce and implement OLC in
an effective manner using enabling technologies.