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`A valuable resource for academics and practitioners in management and corporate strategy, as well as those involved in mangement training and development' - European Foundation for Management Development 'The editors' overall assessment is that there has been insufficient dialogue between the two camps of action research and theorizing.... As a contribution to mapping this divided house, the text is an apt illustration of these problems. The editor's overview is of interest...' - Stephen Gibb, University of Strathclyde, MCB University Press The debates surrounding concepts of `organizational learning' and the `learning organization' receive a welcome synthezis in this book. Inte
Learning across Organizational Boundaries: A Case Study of Canadian Museums
Learning across Organizational Boundaries: A Case Study of Canadian Museums
This action research study attempted to determine the extent to which six museums, all of which faced similar environmental and financial constraints, could learn from each other how better to deal with those constraints. The design of the study was based on six principles of collective learning (Dixon, 1994):
- Teams/organizations as the unit of learning – The practices of organizations are not simply the sum of members' individual competence, there is also competence and knowledge that is a product of the collective. For an organization to learn new system level competencies, it must learn as a collective – a unit.
- Organizational assumptions are limiting – An organization's ability ...
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