This article examines the role of the individual as agent of organizational learning, focusing on individuals who are not in top management positions. It examines the critical role played by these individuals through three brief case studies and addresses four questions: What does it mean for an individual to be an agent of organizational learning? What characterizes the agents' behavior? What special skills are necessary in order to be an effective agent of organizational learning? What motivates people to take on this role despite the considerable risks?
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