Learning to change: the organizational learning dimension of UN reform

The thesis has analysed the role of organizational learning in institu-tional change by focusing on the United Nations institutional change initiative titled Delivering as One. The scope of the research takes into account that thus far extremely limited attention has been paid to or-ganizational learning for change in the context of the UN country level reforms. This aspect is studied using the UN’s Delivering as One as case study. In doing so, I have taken into account that organizational learning and organizational change at the country level are the out-comes of multiple complex dynamics at play, especially in intergov-ernmental institutions: a) extent of collegiality and cohesiveness at the UN country team level; b) the influence on participating agencies exer-cised by their respective headquarters; and c) the influence on the UN agencies funds and programmes generated by system-wide changes. This thesis a product of intensive desk research supplemented by field visits to four case study countries where I have interacted with con-cerned UN officials in a structured way and gathered material evidence around learning and change as well used theoretical models to appre-ciate and explain the role of organizational learning in international bu-reaucracies in particular United Nations. Based on the salient findings of the study, I have formulated a few recommendations and also out-lined the areas for further inquiry.