Organizational Learning? Look Again

Autor/in	Belle, Stuart
Titel	Organizational Learning? Look Again
Quelle	In: Learning Organization, 23 (2016) 5, S.332-341 (10 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0969-6474
DOI	10.1108/TLO-01-2016-0007
Schlagwörter	Organizational Culture; Learning; Governance; Employees; Participation; Cooperative Learning; Knowledge Management; Administrative Policy; Resource Allocation; Accountability; Expectation; Democratic Values; Human Resources; Organizational Change + Suchen Sie Ihr Suchwort? Unternehmenskultur; Lernen; Education; Educational policy; Financing; Steuerung; Bildung; Erziehung; Bildungspolitik; Finanzierung; Employee; Arbeitnehmer; Beschäftigter; Teilnahme; Kooperatives Lernen; Wissensmanagement; Ressourcenallokation; Verantwortung; Expectancy; Erwartung; Humankapital; Organisationswandel
Abstract	Purpose: Despite the growth in research on conditions for successful learning by organizations and the introduction of expanding practices and approaches, a progressive and shared understanding of the link between organizational learning and governance is currently missing. This paper aims to take a closer look at organizational learning from a governance angle alongside an institution's strategic and performance improvement goals. Design/methodology/approach: This article takes a reflective approach through which the author's observations and experiences in guiding organizational learning efforts are presented. Findings: The nature of participation and advances in learning how to participate in organizational learning are noted as areas for further inquiry. Dimensions such as desirability, discipline, decision-making, democracy and dividend are presented as critical elements through which organizational learning as governance can be better understood. This novel view of organizational learning is suggested to require more thoughtful and sensitive empirical inquiry and theory development, particularly in contexts with a history of less-than-good governance. Originality/value: This viewpoint makes an original contribution to the literature by introducing a new lens through which a deeper and more nuanced understanding of the practices, processes and performance of organizational learning can be further pursued. The article invites researchers, practitioners and leaders in organizations to take another look at how knowledge generation and use is governed. This paper also positions developing and less-developed contexts as ripe and necessary fields within which organizational learning capacities should be explored and strengthened. (As Provided).
Anmerkungen	Emerald Group Publishing Limited. Howard House, Wagon Lane, Bingley, West Yorkshire, BD16 1WA, UK. Tel: +44-1274-777700; Fax: +44-1274-785201; e-mail: emerald@emeraldinsight.com; Web site: http://www.emeraldinsight.com
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01