This paper aims to explore the concept of autopoiesis and use it as the framework for organisational learning.
Many models in organisational learning are tested in organisations and based on real-life experiences, but very few of them are actually based on any theory. This research starts to readdress that balance through interpreting Kim's (1993) model of organisational learning using autopoiesis. This paper introduces autopoiesis and analyses whether people and organisations are autopoietic in nature in order to interpret Kim's model. The paper provides a scientific foundation to organisational learning, as well as tackling and explaining the complexities of autopoiesis that in turn could aid companies to better understand the composition of their organisation. Copyright © 2007 John Wiley & Sons, Ltd.