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Organizational learning: a radical perspective
Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL).
2002 (engelsk)Inngår i: International journal of management reviews (Print), ISSN 1460-8545, E-ISSN 1468-2370, Vol. 4, nr 1, s. 87-100Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

This paper reviews the organizational learning literature. For many years, organizational learning theory has been based on a functionalistic paradigm, but an interpretive paradigm now seems to be attaining dominance. However, neither of these perspectives of organizational learning is truly radical in the sense of challenging conditions of power and control in organizations. There are some critical texts on organizational learning (and the learning organization), but they go no further than criticism. Therefore, this paper tries to illustrate what we can call a radical perspective of organizational learning, based on themes in the critical works. The radical perspective of organizational learning implies an organization where the individuals learn as free actors. However, there are norms or rules to guarantee freedom. The learning space in the organization guarantees the occurrence of different opinions, and allows everyone to reflect upon their actions and learning. Working time and employee commitment are restricted so that work does not interfere too much with other undertakings. All employees are guaranteed permanent appointments. Finally, in the radical perspective of organizational learning, organizations die to make place for others when their missions are accomplished. After presenting the radical perspective of organizational learning, I outline some questions for future research and indicate the necessity of further development of such a perspective.

sted, utgiver, år, opplag, sider
Oxford: Blackwell Publishing, 2002. Vol. 4, nr 1, s. 87-100
Emneord [en]
Organizations, Knowledge, Power
HSV kategori
Identifikatorer
URN: urn:nbn:se:hh:diva-3564DOI: 10.1111/1468-2370.00078ISI: 000174040000005Scopus ID: 2-s2.0-0036101279OAI: oai:DiVA.org:hh-3564DiVA, id: diva2:284812
Tilgjengelig fra: 2010-01-08 Laget: 2009-12-01 Sist oppdatert: 2018-03-23bibliografisk kontrollert

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