Skip to main content
padlock icon - secure page this page is secure

Learning about learning in knowledge-intense organizations

Buy Article:

$40.56 + tax (Refund Policy)

Purpose - This paper describes and analyses an attempt to engage in transformational learning, oriented to the development of a culture of innovation, at a medium-size software development organization in Australia. Design/methodology/approach - An action research methodology was used whereby continuous cycles of strategic social learning were collectively theorized, implemented, evaluated and renewed. Findings - The most important finding of this study is that of the influence of power relations and communication practices upon learning-for-innovation in organizations, and the need for the mediation of this influence through the creation of an organizational role that we have entitled an "external critic". The case also shows the central importance of the relational dimension of social capital generation to learning and the sensitivity of this dimension to power relations. Research limitations/implications - The research provides a rich analysis of one company's attempt to learn how to build and sustain a culture of innovation but, as with all case study research, the findings cannot be reliably generalized to other companies. Similarly, the case generates grounded theory that needs to be tested in other organizational contexts. Practical implications - The case raises the issue of power management in organizations and its relationship to social learning practices. In particular, it argues for the establishment of a "negotiated order" in organizations (through a mission, vision and core values that are collectively and meaningfully constituted) and for the role of an "external critic" whereby the power of the executive, especially, can be mediated effectively in the interests of mission-critical learning within the organization. Originality/value - The paper offers an original strategy for the mediation of power in organizations in the interests of greater learning, creativity and innovation.
No Reference information available - sign in for access.
No Citation information available - sign in for access.
No Supplementary Data.
No Article Media
No Metrics

Keywords: Australia; Innovation; Learning Organizations; Management Power

Document Type: Research Article

Publication date: March 1, 2005

  • Access Key
  • Free content
  • Partial Free content
  • New content
  • Open access content
  • Partial Open access content
  • Subscribed content
  • Partial Subscribed content
  • Free trial content
Cookie Policy
Cookie Policy
Ingenta Connect website makes use of cookies so as to keep track of data that you have filled in. I am Happy with this Find out more