Removing the Cultural and Managerial Barriers in Project‐to‐project Learning
A Case From the Uk Public Sector
Bibliographic Data
| ID | 10389467 |
|---|---|
| Authors | Mark Hall (0000-0002-1399-8362, University of Bristol), Elmar Kutsch (0000-0002-0754-7135, Cranfield University), David Partington (Cranfield University) |
| Year | 2011 |
| Volume | 90 |
| Issue | 3 |
| Pages | 664-684 |
| Publication date | 2011-11-08 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0033-3298 • E-ISSN: 1467-9299 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1467-9299.2011.01980.x |
| OpenAlex | W2072929566 |
| Language | EN |
| References cited | 43 |
Project‐based initiatives form a major part of government investment and, so, learning from past projects should be a major concern for public sector organizations. Previous research has explored systems and processes for project‐based learning but little research has examined the social and cultural factors that enable this learning to be applied with useful effect. This paper reports on two successive major UK government projects. The introduction of independent learning accounts (ILAs) and the subsequent introduction of educational maintenance allowances (EMAs) following the scrapping of the former. Although similar in many respects, the first was a major failure while the second, having learned the lessons of the first, was acclaimed as a success. Using a cultural analysis, this case study shows how project‐to‐project learning enabled the EMA project team to learn from the failed project. This resulted in two significant changes in government and civil service organizational culture
Business · Civil service · Economics · Government (linguistics · Investment (military · Management · Pedagogy · Political science · Project charter · Project management · Project management triangle · Project sponsorship · Project team · Project-Based Learning · Public relations · Public sector · Public service · Sociology · Construction Project Management and Performance · Innovation and Knowledge Management · Organizational Learning and Leadership
Basics of qualitative research
The myopia of learning
Dynamic capabilities
Deliberate Learning and the Evolution of Dynamic Capabilities
Knowledge Management
Knowledge Transfer
Exploring internal stickiness
The fifth discipline, the art and practice of the learning organization
Case Study Research
Organizational Learning and Communities-of-Practice
Exploration and Exploitation in Organizational Learning
A Paradox of Learning in Project Cycle Management and the Role of Organizational Culture
The New Public Management And A New Accountability
Organizational culture
Working in Practice But Not in Theory
| Highly cited | No |
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