hh.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Organizational learning: a radical perspective
Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
2002 (English)In: International journal of management reviews (Print), ISSN 1460-8545, E-ISSN 1468-2370, Vol. 4, no 1, p. 87-100Article in journal (Refereed) 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.

Place, publisher, year, edition, pages
Oxford: Blackwell Publishing, 2002. Vol. 4, no 1, p. 87-100
Keywords [en]
Organizations, Knowledge, Power
National Category
Business Administration
Identifiers
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
Available from: 2010-01-08 Created: 2009-12-01 Last updated: 2018-03-23Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

Örtenblad, Anders

Search in DiVA

By author/editor
Örtenblad, Anders
By organisation
Centre for Innovation, Entrepreneurship and Learning Research (CIEL)
In the same journal
International journal of management reviews (Print)
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 242 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf