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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS from http://www.uwstout.edu/lib/thesis/2001/2001neefed.pdf courtesy of (www.google.com). Parek, Udai. (2003).Training Instruments in HRD and OD (Second Edition). Tata McGraw-Hill Publishing Company Limited, New Delhi, India. Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of the Learning Organization, New York Doubleday. Senge, P.M. (2006). The Fifth Discipline: The Art and Practice of the Learning Organization, Currency Doubleday, New York. McGill,Michael E., Slocum Jr., John W (1993). Unlearning the Organization.Organizational Dynamics, 22(2), Autumn 1993, 67-79. Nystrom, Paul C., Starbuck, William H. (1984). To Avoid Organizational Crises, Unlearn. Organizational Dynamics, Spring 1984. Tsang, Eric W.K. (1997). Organizational Learning and the Learning Organization: A dichotomy between descriptive and prescriptive research. Human Relations, 50(1). Ulrich, D. (1993). Profiling organizational competitiveness: Cultivating capabilities. Human Resource Planning, 16 (3):1-17. Watkins, K. E., & Marsick, V. J. (1993). Sculpting the learning organization: Lessons in the art and science of systemic change. San Francisco, CA: Jossey-Bass. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 266 JANUARY 2011 VOL 2, NO 9
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Annexure Table 1: Learning Organization/Organizational Learning - Concepts and Frameworks Author (s) Learning levels as described by Author (s) Argyris (1996) Individual, group, inter-group, organizational Argyris and Individual, Schon (1978) McGill & Slocum Jr. (1993) McGill, Slocum Jr., & Lei(1992) Cyert & March (1963) Congellosi & Dill (1965) Crossan, Herry & Roderick (1999) Chaharbaghi & Newman (1996) De Geus (1988) Process As perceived by Author (s) Contextual Factor/components/disciplines Key terms and Phrases COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 267 JANUARY 2011 VOL 2, NO 9 Process Singe-loop learning, double-loop learning, Model- I theories, Model-II theories Process Singe-loop learning, double-loop learning, organizational deutero learning, espoused theory, theory in use Organizational Process Building blocks of LO: Learning culture, continuous experimentation, network intimacy, information system, reward system, HR-practices, leaser mandate Organizational Process Management practices in LO: Openness, systemic thinking, creativity, personal efficacy, empathy Individual, organizational Individual, group, organizational Individual, group, organizational Individual, organizational Individual, team, institutional(organ izational DiBella (1997) Individual, group, organizational Dixon (1997) Individual, group, organizational Process Behavioral Adaptation to changes experiences from environment Process Adaptations at individual or sub-group levels, (adaptive process) adaptations at organizational level, stresses of three types. Analytical process 4I‘s Framework of OL: intuiting, interpreting, integrating, institutionalizing, Process comprises of four learning cycles An integrated learning model for innovating organizations: transformational learning, developmental learning, behavioral learning, incremental learning, process Key terms: Planning as learning, learning through scenario, mental models, changing,/suspending the rules Process Facilitating factors to creating a LO: scanning imperative, performance gap, concern for measurement, organizational curiosity, climate of openness, continuous education, operational variety, multiple advocacy, involved leadership, and system perspective Process Characteristics of Hallway: reliance of discussion, egalitarian participation, multiple perspective, non-expert based dialogue, participant generated database, the creating of shared experience. Fiol & Lyles Individual, Process Four contextual factors: culture, strategy, (1985) organizational structure, environment Garvin (1993) Organizational Process Building blocks: systematic problem solving, experimentation, learning form experience and Gephart & Marsick (1996) history, and transfer of knowledge. Organizational Process Essence of a LO: continuous learning at the systems level, knowledge generation and sharing, critical systematic thinking, a culture of learning, a spirit of flexibility and experimentation, people centered Goh (1998) Organizational Process Strategic building block: mission/vision,
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