The local and variegated nature of learning in organizations

The local and variegated nature of learning in organizations

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Article ID: iaor20062514
Country: United States
Volume: 13
Issue: 2
Start Page Number: 128
End Page Number: 146
Publication Date: Mar 2002
Journal: Organization Science
Authors:
Keywords: learning
Abstract:

This paper considers the role of team learning in organizational learning. I propose that a group-level perspective provides new insight into how organizational learning is impeded, hindering effective change in response to external pressures. In contrast to previous theoretical perspectives, I suggest that organizational learning is local, interpersonal, and variegated. I present data from an exploratory study of learning processes in 12 organizational teams engaged in activities ranging from strategic planning to hands-on manufacturing of products. These qualitative data are used to investigate two components of the collective learning process – reflection to gain insight and action to produce change – and to explore how teams allow an organization to engage in both radical and incremental learning, as needed in a changing and competitive environment. I find that team members' perceptions of power and interpersonal risk affect the quality of team reflection, which has implications for their team's and their organization's ability to change.

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