Placeless Organizations

This article defines and discusses placeless organizations as sites and generators of learning on a large scale. The emphasis is on how placeless organizations structure themselves to carry out social transformation—necessarily involving intensive learning—on a national or global scale. The argument is made that place is not a necessary component of such activity and that lack of a sense of place may be beneficial to the work. The article is intended to contribute to elaborating the cultural-historical dimensions of activity theory by examining a social framework within which significant learning activity occurs

Epistemology · Geography · Knowledge management · Social science · Sociology · Transformation processes · Computer Science · Engineering · Innovative Education and Learning Practices · Management and Organizational Studies · Organizational Learning and Leadership

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