Transformational Change: Towards an Action Learning Organization
Synthesizes the ideas of the "transformational change" and "learning
organization" literature. The concept of the action learning organization
is presented as a bridge between learning and transformation as it
involves collaborative questioning by organizational members of their
own actions. Discusses the characteristics of an action learning
organization in terms of its bias for reflection-in-action, formation of
learning alliances, development of external networks, multiple reward
systems, creation of meaningful information, individual empowerment,
leadership and vision. The knowledge-generating organization is the one
which is most likely to be able to survive both equilibrium and chaos.
Keywords: Action Learning; Leadership; Learning Organizations; Management; Organizational Change; Strategic Management; Top Management
Document Type: Research Article
Publication date: 01 August 1994
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