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Organisational active learning: implications for innovation adoption and implementation

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  • Jin Nam Choi

Abstract

Drawing on the education and training literature, this paper defines organisational active learning and proposes a conceptual model that specifies organisational-level processes of active learning. In this framework, organisations are presumed to learn through a cyclic process of priming, practising, and reframing. The present theoretical framework articulates the collective processes of active learning in organisations, which enhances our understanding of the process of innovation, adoption and implementation.

Suggested Citation

  • Jin Nam Choi, 2006. "Organisational active learning: implications for innovation adoption and implementation," International Journal of Innovation and Learning, Inderscience Enterprises Ltd, vol. 3(2), pages 198-213.
    • Handle: RePEc:ids:ijilea:v:3:y:2006:i:2:p:198-213
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    Cited by:

    1. Sung, Sun Young & Choi, Jin Nam, 2012. "Effects of team knowledge management on the creativity and financial performance of organizational teams," Organizational Behavior and Human Decision Processes, Elsevier, vol. 118(1), pages 4-13.

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