Understanding and Creating Whole Organizational Change Through Learning Theory
Bibliographic Data
| ID | 9890483 |
|---|---|
| Authors | Chris Hendry (City University Business School, Frobisher Crescent, Barbican Centre, London EC2Y 8HB., corresponding author) |
| Year | 1996 |
| Volume | 49 |
| Issue | 5 |
| Pages | 621-641 |
| Publication date | 1996-05-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872679604900505 |
| OpenAlex | W2116506228 |
| Language | EN |
| Citations received | 26 |
| References cited | 34 |
The management of change has become characterized by an atheoretical pragmatism, overfocused on the political aspects of the change process. Emerging interest in the learning organization provides an occasion to remedy this, by developing a theory of change which is more congruent with the requirement to build learning capacity within organizations. The result should be to place learning theory more centrally within the theory of planned organizational change. This should also reinvigorate action research by defining a wider range of learning technologies and perspectives. The argument is developed by first reviewing theories of learning employed in organizational change. The notion of communities-of-practice is then developed as a core concept to highlight the paradoxical processes of inertia and change centered on groups. A series of examples is then drawn from a recent action research project in order to illustrate the possibilities for applying learning theory. Finally, a research agenda is set out for exploring the role of communities-of-practice, with some preliminary observations from a study of small-medium enterprises
Action (physics · Action learning · Argument (complex analysis · Cooperative learning · Economics · Epistemology · Knowledge management · Learning theory · Management · Organization development · Organizational change · Organizational learning · Organizational theory · Pedagogy · Planned change · Political science · Pragmatism · Process (computing · Public relations · Set (abstract data type · Sociology · Teaching method · Theory of change · Complex Systems and Decision Making · Computer Science · Innovation and Knowledge Management · Organizational Learning and Leadership
Discourse and Institutions
Organizational Change
Blockchain technology and the sustainable supply chain
Kurt Lewin and the Planned Approach to Change
Contradictions, Dialectics, and Paradoxes in Organizations
Bridging principal-agent and mechanism design theories
Moving Knowledge into Action Through Communities of Practice
Organizational Change and Development
Beyond Lewin
Webvergence in Practice
Managing international, intercultural, and interdisciplinary collaboration in health and well-being capacity building
Do reviews of healthcare interventions teach us how to improve healthcare systems
Theoretical Orientations of Organizational Development Practitioners
Leading changes
Primary and Secondary Barriers to the Evaluation of Change
Experimentation in the face of ambiguity
Learning to relocalize
The emergence of homogeneity and heterogeneity in knowledge structures during a planned organizational change
The challenge of reforming big bureaucracy in Indonesia
Unfreezing change as three steps
Organizational unlearning
The Learning Organization
Things fall apart? Discourses on agency and change in organizations
Exploitation and exploration learning and the development of organizational capabilities
Intercrisis learning in disaster response network
The changing face of English universities
A Theory of Cognitive Dissonance
Why do firms differ, and how does it matter?
The myopia of learning
The Resource-Based Theory of Competitive Advantage
The Tacit Dimension
Organizational Learning and Communities-of-Practice
Experience and Education
An evolutionary theory of economic change
On systematically distorted communication
A Theory of Cognitive Dissonance
Participatory Action Research
Resolving social conflicts and field theory in social science
Ambiguity as strategy in organizational communication
Human Inquiry
Another Look at Action Research
Emerging Varieties of Action Research
Overcoming Resistance to Change
Microprocessors, manpower and society
The field of action research
Experience and Education
Organizational Learning
Situated Learning
Technological Change and Co-Determination in Sweden
| Unique citing works | 26 |
|---|---|
| Citations per year | 0,96 |
| Citation span | 1999 - 2024 (26) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 26 |