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Organizational learning, change and power: toward a practice-theory framework

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Purpose ? The purpose of this research is to investigate the practices of the interim and current CEOs employed in managing a supportive environment conducive for learning as well as sustaining organizational change; and second, to describe the theory of practice guiding their efforts. Design/methodology/approach ? An action science approach, coupled with the case-study data-gathering method to enable a pragmatic grounding of the change processes and organizational learning. Findings ? A theory of practice defined as three process principles of power that aid in managing a supportive environment conducive for learning as well as organizational change. Research limitations/implications ? The theory of practice set forth combines two advocated views in using power (position power and empowerment) into a framework of reciprocal-relational power. The theory needs to undergo further research to test its applicable knowledge in an action context. Practical implications ? Potential guide in helping practitioners in recognizing and implementing processes of reciprocal-relational power to improve organizational learning and the success of change. Originality/value ? The paper presents a new way to recognize and see reciprocal-relational forces within a cultural-social-political context.
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Keywords: Change management; Empowerment; Learning; Learning organizations; Management power; Organizational change

Document Type: Research Article

Publication date: September 1, 2006

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