Structuring learning and maximising the use of knowledge in manufacturing organisations can further Trinidad and Tobago’s (T&T) quest to diversify its energy-based economy, promote sustainable development and enhance the creativity and competence of its population. Existing Organisational Learning (OL) and Knowledge Management (KM) models have not sufficiently integrated soft elements (e.g., culture) and hard elements (e.g., technology) to enable direct application within T&T’s manufacturing sector. This paper discusses the conceptual foundations of OL/KM and identifies several key OL/KM elements (such as culture, KM tools and instruments, learning processes and learning practices) that would be used to devise a holistic manufacturing OL model. A research agenda is also presented, by which the model would be validated.
