Kolb, D. A. (1984) Experiential Learning: Experience as the Source of Learning and Development, Englewood Cliffs, NJ: Prentice-Hall.

This book provided further details on learning models.

Marsick, V. J. and Watkings, K. E. (2003) “Demonstrating the value of an organization’s learning culture: the dimensions of the learning organization questionnaire”, Advances in Developing Human Resource, vol. 5:2, pp. 132–151.

Some organizations seek to become learning organizations. Yet, implementation is elusive and is not often based on research about what constitutes a learning culture. Organizations want a way to diagnose their current status and guide change, and scholars wanted better measures of learning to compare organizations and to explore links between organizational learning and the performance of the firm. This article developed and validated an instrument that addresses these needs

Antonacopoulou, E. and Chiva, R. (2007) “The social complexity of organizational learning: the dynamics of learning and organizing”, Management Learning, vol. 38:3, pp. 277–295.

This article examines the social complexity of Organizational Learning. It built on and seeks to extend recent conceptualizations of Organizational Learning that emphasize the emergent and fluid nature of learning in organizations, by drawing on some of the principles of Complexity Science

Moilanen, R. (2001) “Diagnostic tools for learning organizations”, The Learning Organization, vol. 8:1, pp. 6–20 (please note this content is behind a paywall).

This article provides further details on learning organization capacity.