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Facilitating organizational change: the role and development of the corporate university
Author(s) -
Prince Christopher,
Beaver Graham
Publication year - 2001
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.541
Subject(s) - order (exchange) , organizational learning , organizational change , power (physics) , business , strategic management , management , learning organization , public relations , work (physics) , sociology , knowledge management , marketing , political science , economics , computer science , engineering , mechanical engineering , physics , finance , quantum mechanics
There is a growing recognition by senior managers in many large organizations of the strategic impact corporate universities are having on their companies. This can be viewed as a consequence of organizations recognizing the power of learning and knowledge as drivers of strategic change. This paper contends that this growing recognition is leading to the emergence of a sophisticated form of corporate university, one that is predicated on the principles of organizational learning and knowledge management. In order to explore this claim a world‐class corporate university model is developed that draws from the work of leading writers and contemporary research. Copyright © 2001 John Wiley & Sons, Ltd.