Learn, Change or Perish: A Paradigm Shift about Organisational Structure in the Public Sector Organisation of Bangladesh


  • Md. Ali Ahsan Universiti Malaysia Sarawak
  • Surena Sabil Universiti Malaysia Sarawak
  • Abang Ekhsan Abang Othman Universiti Malaysia Sarawak




Organisational Learning, Organisational Structure, Organisational Change/Reform, Public Sector Organisation


Reform is an ongoing process for the organisations to cope with the changing atmosphere. Public sector organisations are ideologically different from its private counterpart, as public sector organisations are more service oriented rather profit orientation.  This paper aims to understand the significant structural factors of organisation that has influence on organisational learning in public sector organisation from the context of developing country. This is purely a qualitative study based on inductive approach; it collected the primary data by deploying semi-structured interviews for over a period of more than nine months. This paper reveals several significant factors that have influence on organisational learning in public sector organisation in an emerging country (socio-economic) like Bangladesh by collecting empirical evidence from the study location.


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Author Biographies

Md. Ali Ahsan, Universiti Malaysia Sarawak

Ph.D. Candidate, Faculty of Cognitive Sciences and Human Development, Universiti Malaysia Sarawak, Kota Samarahan, Sarawak, Malaysia


Surena Sabil, Universiti Malaysia Sarawak

PhD and Senior Lecturer, Faculty of Cognitive Sciences and Human Development, Universiti Malaysia Sarawak, Kota Samarahan, Sarawak, Malaysia


Abang Ekhsan Abang Othman, Universiti Malaysia Sarawak

PhD and Associate Professor, Faculty of Cognitive Sciences and Human Development, Universiti Malaysia Sarawak, Kota Samarahan, Sarawak, Malaysia



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How to Cite

Ahsan, M. A., Sabil, S., & Othman, A. E. A. (2018). Learn, Change or Perish: A Paradigm Shift about Organisational Structure in the Public Sector Organisation of Bangladesh. ABC Research Alert, 6(1), Malaysia. https://doi.org/10.18034/ra.v6i1.321



Research Paper