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- Örtenblad, Anders, 1963-
(author)
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A typology of the idea of learning organization
- 2002
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In: Management Learning. - London : Sage Publications. - 1350-5076 .- 1461-7307. ; 33:2, s. 213-230
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Journal article (peer-reviewed)abstract
- A typology of the idea of 'learning organization' is developed and presented. The typology is inductively created and based on how the term 'learning organization' is used in the literature and by practitioners. Four distinct hypes of understanding were found: 'organizational learning, 'learning at work, 'learning climate' and 'learning structure'. The same types of understanding seem to appear both in the literature and in accounts made by practitioners. Thus the term 'learning organization' is probably not unduly confusing to the practitioners. Instead, the different versions of the idea in the literature seem to give companies the opportunity to choose a version suitable for their specific situation.
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| 3. |
- Huzzard, Tony
(author)
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From Partnership to Resistance: Unions and Organisational Learning at Ericsson Infocom
- 2000
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In: Management Learning. - 1350-5076. ; 31:3, s. 353-373
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Journal article (peer-reviewed)abstract
- In recognising that much mainstream literature on organisational learning is overwhelmingly managerial, this paper explores learning as an appropriate framework for studying organisations at the level of sub-systems or subcultures. It is thus argued that there is an interesting agenda to be pursued by the critical researcher on seeing organisational learning as a means of analysing both co-operation and conflict over the labour process from a bottom-up perspective. In practical terms, in highly organised contexts with established collective bargaining, this means study of collective learning in workplace trade union organisations. The setting of Ericsson Infocom at Norrköping, Sweden, is selected for empirical study. An adaptation of Dixon’s model of experiential organisational learning (1994) of the local unions identifies two distinct modes of learning, each reflecting different post-Fordist strategies for managing the labour process: initially multiskilled teamworking and subsequently outsourcing. The former mode reflects the actions and discourse of negotiated partnership with the employer, whilst the latter reflects the actions and discourse of resistance.
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