Module: Strategic Learning & Development, Organisational Development & Transformation

Latest Module Specifications

Current Academic Year 2025 - 2026

Module Title	Strategic Learning & Development, Organisational Development & Transformation
Module Code	MNA1058 (ITS: HR5015)
Faculty	DCU Business School	School	DCU Business School
NFQ level	9	Credit Rating	10

Description

This module explores the strategic role of learning and development in organisations. It evaluates the link between strategic learning and development and individual, team and organisational performance. It reviews the theory and practice of strategic learning and development including the relevance of theories to practice and devising learning and development strategies to support organisational strategy. It explores the relationship between strategic learning and development and organisational development with a focus on organisational learning and knowledge management.

Learning Outcomes

1. To understand and evaluate various theoretical perspectives and conceptual frameworks on the role of strategic learning and development (L&D) in organisations
2. To identify the best available evidence on the contribution of strategic L&D to key individual, team and organisational performance metrics
3. To discuss the role of L&D professionals in the context of the connecting L&D and organisational strategy
4. To understand how to use evidence based L&D strategy and practice to influence organisational strategy
5. To explore specific L&D strategies in the context of their role in organisational effectiveness i.e. organisational development, knowledge management and organisational learning.
6. To be able to develop learning and development strategies
7. To be able to analyse the contextual factors within and outside an organisation that influence how an organisation positions, develops and future proofs its L&D strategy
8. To be able to diagnose and analyse issues in organisational development, knowledge management and organisational learning.
9. To be able to use evidence-based insights to make recommendations for organisational learning and development practices around organisational development, knowledge management and organisational learning.

*Type*	*Hours*	*Description*
Workload	Full time hours per semester
Seminars	10	In person seminars
Seminars	20	Online synchronous classes
Independent Study	70	Assigned readings & lecture pre-work (discussion forums, questionnaires, case studies)
Fieldwork	20	Preparation, Recording & Presentation of Group Presentation Assignments
Assignment Completion	70	Individual Assignment Evidence Collation, Analysis & Reporting
Online activity	36	Asynchronous material (DCU content and other expert video content)
Online activity	24	Discussion Fora
Total Workload: 250

Section Breakdown
CRN	11064	Part of Term	Semester 1 & 2
Coursework	0%	Examination Weight	0%
Grade Scale	40PASS	Pass Both Elements	Y
Resit Category	RC1	Best Mark	N
Module Co-ordinator	Claire Gubbins	Module Teacher

Type	Description	% of total	Assessment Date
Assessment Breakdown
Project	Individual project: Assessing the Evidence Based Impact of a Strategic L&D Question	70%	n/a
Group presentation	Devising L&D Strategy	30%	n/a

Reassessment Requirement Type
Resit arrangements are explained by the following categories; RC1: A resit is available for both^* components of the module. RC2: No resit is available for a 100% coursework module. RC3: No resit is available for the coursework component where there is a coursework and summative examination element. ^* ‘Both’ is used in the context of the module having a coursework/summative examination split; where the module is 100% coursework, there will also be a resit of the assessment

Pre-requisite	None
Co-requisite	None
Compatibles	None
Incompatibles	None

All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml

Indicative Content and Learning Activities

Theory
- Theory and frameworks of strategic learning and development

- Defining, distinguishing and integrating strategic L&D, OD and interventions.

Why Strategic L&D?: Best Available Evidence
The impact of strategic L&D on individual, team and organisational key performance metrics: The Best Available Evidence

Implementing L&D Strategy
- The Impact of Organisational Learning Culture & Climate on the effectiveness of L&D Strategy Implementation

- The Role of L&D Professionals in connecting L&D Strategy and Organisational Strategy

- Key Stakeholders in Implementing L&D Strategy

Learning & Development Interventions
- Organisational Development for Change & Transformation

- Knowledge Management & & Knowledge Flow

- Organisational Learning: From the Individual to the Collective to the Organisation

The Future
Developing Adaptive, Agile, Ambidextrous L&D Strategy

Organisational Application
- Devising L&D Strategy

- Designing L&D interventions based on an evidence based strategic business case

- Assessing the strategic impact of L&D interventions

- A Case Example: Astrazenca

Indicative Reading List

Books:

Thomas Garavan, Carole Hogan, Amanda Cahir-O'Donnell, Claire Gubbins: 2020, Learning & Development in Organisations, OakTree Press., 1781194297
Thomas N. Garavan, Fergal O’Brien, James Duggan, Claire Gubbins, Yanqing Lai, Ronan Carbery, Sinead Heneghan, Ronnie Lannon, Maura Sheehan, Kirsteen Grant: 2021, Learning and Development Effectiveness in Organisations: An Integrated Systems-Informed Model of Effectiveness, Springer International Publishing,
Easterby-Smith, M. & Lyles, M.: 2005, The Blackwell handbook of organizational learning and knowledge management, Blackwell, Oxford,
Rocco, T.S., Poell, R.F., Roth, G.: 2015, The Routledge Companion to Human Resource Development, Thomson Learning, London,
Barends, E. & Rousseau, D.M.: 2018, Evidence-Based Management: How to Use Evidence to Make Organizational Decisions, Kogan Page,

Articles:

Cerasoli, C.P., Alliger, G.M., Donsbach, J.S., Mathieu, J.E., Tannenbaum, S.I., & Orvis, K.A.: 2018, Antecedents and Outcomes of Informal Learning Behaviors: a Meta-Analysis, Journal of Business and Psychology, 33, 20323, 57395
2020: Training and organisational performance: A meta-analysis of temporal, institutional, and organisational context moderators, Human Resource Management Journal, doi:10.1111/1748-8583.12284, 57396, 1
An Organizational Learning Framework: From Intuition to Institution: The Academy of Management Review, 24, 522, https://doi.org/10.2307/259140, 57397, 1, Sheng Wang, Raymond A.
Human Resource Management Review: 20, 115, https://doi.org/10.1016/j.hrmr.2009.10.001.,

Other Resources

None