Organisational learning and knowledge management theories are illustrated in this study as converging around discussion of three major themes: the role of the individual in the knowledge of the organisation; the increasing problematisation of the nature of knowledge; and debate over the role of mental models and organisational schema in the learning of the individual and organisation. In this study it is argued that these themes are aligned with central themes in complexity theories, and complexity is posited as an appropriate lens through which organisational experience might be viewed. The findings of the study provide insight into the relationship between learning and knowledge in organisations through the lens of complexity as well as providing some input into developing theories of complexity. These insights are discussed with reference to the literatures across organisational learning, knowledge management and workplace learning fields and a number of implications for practice are suggested as a result.

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