Implications for Managerial Practice

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While the results of this study relate to discrete variables of planning norms, intrinsic motivation, and planning effectiveness, they can however be placed in a larger framework of organizational learning and its determinants. In a rapidly changing environment, where intellectual capital and the human factor can provide a strategic as well as competitive advantage, it is vital that companies assess their approaches to learning in the workplace and the impact of these approaches on various measures of performance, including IT planning effectiveness. Many companies have created "learning organizations" to foster an environment that supports a more effective and efficient learning process. The implementation of this learning organization is designed to produce a better sharing of information and knowledge in order to improve productivity and innovation. This article has provided some level of empirical evidence for the critical importance of learning in the workplace.

As companies strive to create learning organizations that are able to respond rapidly to change by sharing knowledge and decision-making capability with all members of the organization, a key question needs to be addressed: What kind of learners are needed to build this type of organization? Innovative organizations have been moving from a traditional learning model, sometimes referred to as a "teacher-led model" to a more learner-centered, "self-directed" or "self-managed model" (Senge, 1990). Distributed and self-paced learning can better address the need to maintain competence as the rate of change accelerates in the workplace (Guglielmino & Guglielmino, 2001). This research confirms the need for a more distributed learning model in organizations and has argued that knowledge workers as self-directed learners are best suited to informal planning environments through the mechanism of heightened intrinsic motivation.

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