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Learning and Organization in the Knowledge‐Based Information Economy: Initial Findings from a Participatory Action Research Case Study[Note 1. We are grateful to John Burgoyne, Mike Pedler and ...]
Author(s) -
Harrison Richard T.,
Leitch Claire M.
Publication year - 2000
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/1467-8551.00154
Subject(s) - dissemination , action research , citizen journalism , action (physics) , participatory action research , knowledge management , learning organization , business , control (management) , action learning , public relations , sociology , management , computer science , economics , political science , teaching method , cooperative learning , pedagogy , telecommunications , physics , quantum mechanics , world wide web , anthropology
This paper reports on an ongoing, multiphase, project‐based action learning and research project. In particular, it summarizes some aspects of the learning climate and outcomes for a case‐study company in the software industry. Using a participatory action research approach, the learning company framework developed by Pedler et al. (1997) is used to initiate critical reflection in the company at three levels: managing director, senior management team and technical and professional staff. As such, this is one of the first systematic attempts to apply this framework to the entire organization and to a company in the knowledge‐based learning economy. Two sets of issues are of general concern to the company: internal issues surrounding the company's reward and recognition policies and practices and the provision of accounting and control information in a business‐relevant way to all levels of staff; and external issues concerning the extent to which the company and its members actively learn from other companies and effectively capture, disseminate and use information accessed by staff in boundary‐spanning roles. The paper concludes with some illustrations of changes being introduced by the company as a result of the feedback on and discussion of these issues.