Open AccessOrganizational learning in the theory of organizational change
Author(s) -
Nebojša Janićijević
Publication year - 2006
Publication title -
economic annals/ekonomski anali
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.148
H-Index - 12
eISSN - 1820-7375
pISSN - 0013-3264
DOI - 10.2298/eka0671007j
Subject(s) - organizational learning , organization development , organizational studies , organizational commitment , organizational engineering , organizational behavior and human resources , organizational safety , organizational performance , knowledge management , organizational change , normative , organizational effectiveness , theory x and theory y , psychology , computer science , social psychology , political science , public relations , law
The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes.