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This book considers the concepts of organisational learning and the learning organisation, and critically examines their take-up within the context of four contemporary work organisations in the European automotive sector (Rover Group, Volvo, Tallent Engineering, GKN Hardy Spicer). Within this dynamic environment, the pursuit and implementation of approaches that encourage individuals to learn and challenge existing orthodoxy are now dominant on the management agenda, as is the implementation of changes to processes, structures, cultures and the employment relationship per se. The chapters discuss organisational learning and change in the automotive sector, the learning organisation, learning in organisations, the relationship between learning and change, emerging themes for organisational effectiveness in the automotive sector and the results of the case studies are discussed.