How Do Public Organizations Learn? Bridging Cultural and Structural Perspectives
Bibliographic Data
| ID | 6364465 |
|---|---|
| Authors | Donald P Moynihan (0000-0003-4097-6908, University of Wisconsin–Madison), Noel Landuyt |
| Year | 2009 |
| Volume | 69 |
| Issue | 6 |
| Pages | 1097-1105 |
| Publication date | 2009-10-12 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1540-6210.2009.02067.x |
| OpenAlex | W1992967807 |
| Language | EN |
| Citations received | 78 |
| References cited | 37 |
How do public organizations learn? The organizational learning literature suggests distinct cultural and structural routes to learning. However, such categorizations oversimplify. Leaders seeking to foster learning should recognize that most relevant organizational variables combine structural and cultural aspects, which are mutually dependent on one another. The strongest influences are the existence of work groups that are purpose driven and incorporate the views of all members, including dissenting views. Such learning forums can be fostered through formal requirements, but they need appropriate cultural characteristics to succeed. Mission orientation, decision authority, information systems, and resource adequacy are also positively related to improved organizational learning
Bridging (networking · Dissenting opinion · Knowledge management · Learning organization · Organizational learning · Political science · Public relations · Sociology · Computer Science · Construction Project Management and Performance · Organizational Leadership and Management Strategies · Psychology · Public Policy and Administration Research
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Organizational Learning
| Unique citing works | 78 |
|---|---|
| Citations per year | 4,88 |
| Citation span | 2010 - 2026 (17) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 77 |