Environmental change and integration of power into organizational learning processes
Book description I over-viewed a model, in which organizational learning results from interaction at three levels through 4I processes developed by political dimension. I examined the learning practices of companies in a non-western economy under strong environmental pressure (war, sanction, etc...) to learn from previous experiences. Finally, I analyzed the linked assumptions and logic underlying learning processes for a project, and the integration of power into the 4I framework.
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4I processes Academy of Management argued Argyris basis for further Bontis center of excellence cognitive maps commitment to learn contractors Crossan et al deep levels Easterby-Smith economic sanctions episodic forms episodic power established those ideas facilitated feed forward forms of power four processes further intuitions group and organizational group level ideas into group individual level individual’s influence institutionalized ideas interested actors interpretation and integration Lawrence et al learning of individuals Learning Organization learning processes levels of substantive leveraged the learning Management Review managerial behavior members with deep Mirmohammadi motivated OL process organizational levels organizational members overcome potential resistance political strategy power and politics power of discipline power plant processes of OL questionnaire resistance to institutionalization restrict the range role of power role of supervisory Schon staff Statements in Table Statements most related strategy that involves substantive experience systemic and episodic systemic power type of power understanding Variable