Mapping the landscape of organizational learning
AbstractThis article by Georges Romme and Ron Dillen maps the landscape of organizational learning, by providing an overview of some of the key issues and arguments in the literature. The main questions are: what is organizational learning, and how can organizations develop into effective learning systems? First, the link between individual and organizational learning and the distinction between single loop and double loop learning is discussed. Subsequently, several approaches to organizational learning are described, including contingency theory, psychology, information theory and system dynamics. Several problems and barriers in organizational learning processes are then outlined. Finally, the authors turn to some ideas and instruments for dealing with these problems, including system archetypes, team learning, and learning contracts.
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Bibliographic InfoArticle provided by Elsevier in its journal European Management Journal.
Volume (Year): 15 (1997)
Issue (Month): 1 (February)
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Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/115/description#description
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- Gavin C Reid & Julia Smith & Zhibin Xu, . "Extending Contingency: the impact of strategy, technology, size and business environment on the organisational form of small Chinese firms," CRIEFF Discussion Papers 1205, Centre for Research into Industry, Enterprise, Finance and the Firm.
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