Table 1.

Seven Informative Learning Organization Frameworks and Their Key Concepts

	Learning Process:	Who creates the knowledge?	Knowledge is validated through:	Organizational model:	How evidence fits into each framework?
Organizational Learning [42,44]	Loop Learning and the "4i"	Individual to Organization	Applying a Work Strategy or Process	Individuals as Agents for Organizational Inquiry	Evidence as External Strategy To Consider
Decision-Execution Cycles [45]	Testing Knowledge Gaps During Work	Individual to Organization	Knowledge Claims Tested Through Decisions	Knowledge Formed in Minds & Information Systems	External Knowledge Claim To Be Tested
Organizational Knowledge Creation [46]	Team Discourse: Making Tacit Knowledge Explicit	Individual and Team; then to Organization	Negotiated Understanding of Decisions in Action	Social Network of Relating Teams	External Knowledge To Be Justified by Working Teams
Organizational Culture [52-56]	Cultural Change Processes & Assimilation	Organization & Organizational Subcultures	Negotiated, Shared Beliefs of Organizations & Subcultures	Vocational Society and Subcultures	Evidence as Data to Confirm/Disconfirm Beliefs
Complex Adaptive Systems [57-61]	Decentralized Decision-making with Rules & Policies	Not Stated or Implied	Not Stated or Implied	Complex System (of Providers & Patients)	Evidence as New Policy or Practice
Diffusion & Dissemination of Innovation [37,62]	Diffusion or Active Dissemination Strategies	Not Stated or Implied	Adoption of Practice Innovations	System of Adopters with Variable Readiness for Change	Innovative Concept or Practice to be Adopted
Total Quality Management (TQM) [24,33]	Redesign of Individual Work Processes	Leaders & Practitioners	Practice Standard or Benchmark Attainment	Mechanical System (of Linear Processes)	External Benchmark or Standard Practice