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Toward the learning organization: the case of circular re‐engineering
Author(s) -
Romme Georges
Publication year - 1998
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/(sici)1099-1441(1998090)5:3<158::aid-kpm25>3.0.co;2-5
Subject(s) - perspective (graphical) , dimension (graph theory) , process (computing) , knowledge management , computer science , work (physics) , learning organization , focus (optics) , artificial intelligence , engineering , mathematics , mechanical engineering , physics , optics , pure mathematics , operating system
Recently, researchers and practitioners in the area of knowledge and process management have been moving from a largely IT‐driven approach to a more holistic, people‐focused approach, recognizing that the IT perspective was insufficiently appreciative of the human dimension. This paper deals with circular re‐engineering which focuses on the decision‐making system as a potentially powerful learning and communication infrastructure. Circular re‐engineering differs from other engineering approaches in its focus on human decision making as the key business process, and is done in two stages. First, a learning and communication (or circle) structure is added to the organization's administrative structure, and subsequently, this new structure is used to re‐engineer and re‐organize work processes. The case of the industrial company Matrex illustrates how an organization's learning disability can be reduced by way of circular re‐engineering.Copyright 1998 John Wiley and Sons Ltd and Cornwallis Emmanuel Ltd.