ÖRGÜTSEL ÖĞRENME VE ÖĞRENEN ÖRGÜTLER: BÜTÜNLEŞTİRİCİ BİR ÇERÇEVE

Year 2017, Volume: 13 Issue: 2, 439 - 460, 01.04.2017

Tolga Ege Ayla Esen Özen Aşık Dizdar

https://doi.org/10.17130/ijmeb.2017228693

Cited By: 5

Abstract

Bu makalede örgütsel öğrenme ve öğrenen örgütler üzerine geliştirilmiş temel teoriler ve genel kabul gören çerçeveler bir araya getirilmiştir. Çalışma kapsamında, ilgili yazın, tartışma ve eleştiriler özetlenerek, örgütsel öğrenme ve öğrenen örgütlere ilişkin dinamikleri öne çıkaran, akademi ve iş dünyasına öğrenme odaklı bir değişim süreci için yön gösteren bütünleştirici bir çerçeve önerilmektedir. Değişim ve öğrenme süreçlerinde, önerilen çerçevenin rehber alınarak izlenmesi neticesinde, örgütlerin daha bilinçli hareket edeceği, süreçleri daha etkin ve kontrollü bir şekilde yönetecekleri öngörülmektedir. Tanımlanan gerilimlerin değerlendirilmesinin örgüt yararına hizmet edeceği, örgütsel bilginin dinamik olarak güncellenmesi ve öğrenme kapasitesinin hedefler doğrultusunda artırılmasına katkı sağlayacağı belirtilmektedir.

Keywords

Örgütsel Öğrenme, Öğrenen Örgüt, Değişim

ORGANIZATIONAL LEARNING AND LEARNING ORGANIZATIONS: AN INTEGRATIVE FRAMEWORK

Abstract

This paper brings together fundamental theories and widely-accepted frameworks on organizational learning and learning organizations. Summarizing literature, debates and critiques in these two vast literature domains, the paper proposes an integrative framework that highlights the dynamics of organizational learning and learning organizations, and guides both academia and practitioners for a learning oriented change process. By using the framework, it is suggested that organizations will be capable of acting wisely, and managing the learning and change processes effectively, and hence, they will be in control of their actions. It is further noted that taking the tensions identified in this paper into account will provide organizations with many benefits and enhance both their dynamic knowledge renewal and learning capacity in relation to organizational goals

Keywords

Organizational Learning, Learning Organization, Change

References

• Argyris, C. (1991). Teaching smart people how to learn. Harvard Business Review, 69(3), 99-109.
• Argyris, C. (2002). Double loop learning, teaching, and research. Academy of Management Learning and Education, 1(2), 206-218.
• Argyris, C., & Schön, D. (1978). Organizational Learning: a Theory of Action-Perspective. Reading, MA: Addison-Wesley.
• Ashton, D. (1994). Business schools as learning companies. In J. Burgoyne, M. Pedler, and T. Boydell (eds), Towards the Learning Company: Concepts and Practice. England: McGraw-Hill.
• Bapuji, H. B., & Crossan, M. M. (2003). From raising questions to providing answers: Reviewing organizational learning research. Paper presented at the 5th International Organizational Learning and Knowledge Conference at Lancaster University.
• Bateson. G. (1973). Steps to an Ecology of Mind. London: Paladin.
• Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133-141.
• Brown, J. S., & Duguid, P. (1991). Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40-57.
• Burgoyne, J. (1994). Established and emergent learning company concepts and practices. In J. Burgoyne, M. Pedler, and T. Boydell (eds), Towards the Learning Company: Concepts and Practice. England: McGraw-Hill.
• Burgoyne, J., Pedler, M., & Boydell, T. (eds) (1994). Towards the Learning Company: Concepts and Practice. England: McGraw-Hill.
• Chaston, I., Badger, B., & Sadler-Smith, E. (2001). Organizational learning: An empirical assessment of process in small UK manufacturing firms. Journal of Small Business Management, 39(2), 139-151.
• Coopey, J., & Burgoyne, J. (2000). Politics and organizational learning. Journal of Management Studies, 37(6), 869-885.
• Crossan, M., (2003). Altering theories of learning and action: An interview with Chris Argyris. Academy of Management Executive, 17(2): 40-46.
• Crossan, M., & Guatto, T. (1996). Organizational learning research profile. Journal of Organizational Change Management, 9(1), 107-112.
• Crossan, M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24(3), 522-537.
• Crossan, M. M., Lane, H. W., White, R. E., & Djurfeldt. (1995). Organizational learning: Dimensions for a theory. The International Journal of Organizational Analysis, 3(4), 337-360.
• Dodgson, M. (1991). Technology learning; technology strategy and competitive pressures. British Journal of Management, 2(3), 132-149.
• Dodgson, M. (1993). Organizational learning: A review of some literatures. Organization Studies, 14(3), 375-394.
• Dutta, D. K. & Crossan, M. M. (2003). Understanding change: What can we ‘learn’ from organizational learning? Paper presented at the 5th International Organizational Learning and Knowledge Conference at Lancaster University.
• Easterby-Smith, M. (1997). Disciplines of organizational learning: contributions and critiques. Human Relations, 50(9), 1085-1113.
• Easterby-Smith, M. & Araujo, L. (1999). In M. Easterby-Smith, J. Burgoyne, and L. Araujo (eds), Organizational Learning and Learning Organization: Developments in Theory and Practice. London: Sage.
• Easterby-Smith, M. & Malina, D. (1999). Cross-cultural collaborative research: Toward reflexivity. Academy of Management Journal, 42(1), 76-86.
• Easterby-Smith, M. & Lyles, M. (2003). Re-reading organizational learning: selective memory, forgetting, and adaptation. Academy of Management Executive, 17(2), 51-55.
• Easterby-Smith, M., Snell, R. & Gherardi, S. (1998). Organizational learning: Diverging communities of practice? Management Learning, 29(3), 259-272.
• Easterby-Smith, M., Crossan, M., & Nicolini, D. (2000). Organizational learning: Debate past, present and future. Journal of Management Studies, 37(6), 783-796.
• Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550.
• Fiol, C. M. & Lyles, M. A. (1985). Organizational learning. Academy of Management Review, 10(4), 803-813.
• Fisher, S. R. & White, M. A. (2000). Downsizing in a learning organization: Are there hidden costs? Academy of Management Review, 25(1), 244-251.
• Hedberg, B. (1981). How organizations learn and unlearn. In P. C. Nystrom and W. H. Starbuck (eds), Handbook of Organizational Design. London: Cambridge University Press.
• Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2(1), 88-115.
• Huysman, M. (1999). Balancing biases: A critical review of the literature on organizational learning. In M. Easterby-Smith, J. Burgoyne, and L. Araujo (eds), Organizational Learning and Learning Organization: Developments in Theory and Practice. London: Sage.
• James, C. R. (2003). Designing learning organizations. Organizational Dynamics, 32(1), 46- 61.
• Jones, A. M. & Hendry, C. (1994). The learning organization: Adult learning and organizational transformation. British Journal of Management, 5(2), 153-162.
• Lassey, P. (1998). Developing a Learning Organization. London: Kogan Page.
• Leitch, C., Harrison, R., Burgoyne, J., & Blantern, C. (1996). Learning organizations: The measurement of company performance. Journal of European Industrial Training, 20(1), 31-44.
• Levinthal, D. A. & March, J. G. (1993). The myopia of learning. Strategic Management Journal, (Winter Special Issue) 14, 95-112.
• Leymann, H. (1989). Learning theories. In H. Leymann and H. Kornbluh (eds), Socialization and Learning at Work: A New Approach to the Learning Process in the Workplace and Society. Aldershot: Gower Publishing.
• March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87.
• Marsick, V. J. & Watkins, K. E. (1999). Facilitating learning organizations: Making learning count. England: Gower.
• Mayo, A. & Lank, E. (1997). The power of learning: A guide to gaining competitive advantage. UK: The Institute of Personnel and Development.
• McGill, M. E., & Slocum, Jr., J. W. (1992). Management practices in learning organizations. Organizational Dynamics, 21(1), 4-17.
• Miner, A. S. & Mezias, S. J. (1996). Ugly duckling no more: Pasts and futures of organizational learning research. Organization Science, 7(1), 88-99.
• Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy safari: A guided tour through the wilds of strategic management. London: Prentice Hall
• Musson, G., & Cohen, L. (1999). Understanding language processes: a neglected skill in the management curriculum. Management Learning, 30(1), 27-42.
• Oswick, C., Anthony, P., Keenoy, T., & Mangham, I. L. (2000). A dialogic analysis of organizational learning. Journal of Management Studies, 37(6), 887-901.
• Örtenblad, A. (2001). On differences between organizational learning and learning organization. The Learning Organization, 8(3), 125-133.
• Pedler, M. J. (1981). Developing learning community. In T. H. Boydell and M. Pedler (eds), Management Self-Development: Concept and Practices. UK: Gower Press.
• Pedler, M., & Burgoyne, J. (1988). Envisioning the learning company. In M. Pedler, J. Burgoyne, and T. Boydell (eds), Applying Self-Development in Organizations. UK: Prentice Hall.
• Pedler, M, Burgoyne, J., & Boydell, T. (1991). The learning company: A strategy for sustainable development. England: McGraw-Hill
• Prahalad, C., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
• Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685-695.
• Rickards, T. (1999). Creativity and the management of change. Oxford: Blackwell
• Schön, D. (1971). Beyond the stable state. NY: Random House
• Roux-Dufort, C. (2003). A typology of organizational learning within groups. Paper submitted for EGOS Conference, Copenhagen.
• Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. London: Century Business.
• Senge, P. M. (2003). Taking personal change seriously: The impact of organizational learning on practice. Academy of Management Executive, 17(2), 47-50.
• Staw, B. M., & Epstein, L. D. (2000). What bandwagons bring: Effects of popular management techniques on corporate performance, reputation, and CEO pay. Administrative Science Quarterly, 45(3), 523-556.
• Sugarman, B. (2001). A learning-based approach to organizational change: Some results and guidelines. Organizational Dynamics, 30(1), 62-76.
• Swieringa, J. & Wierdsma, A. (1992). Becoming a learning organization: Beyond the learning curve. Wokingham: Addison-Wesley.
• Taylor, S. & Easterby-Smith M. (1999). Culture and organizational learning: Toward pluralism. In Easterby-Smith, M. (ed) Organisational Learning. Conference papers.
• Taylor, S. S., Fisher, D. & Dufresne, R. L. (2002). The aesthetics of management storytelling: A key to organizational learning. Management Learning, 33(3), 313-330.
• Tsang, E. W. K. (1997). Organizational learning and the learning organization: a dichotomy between descriptive and prescriptive research. Human Relations, 50(1), 73-89.
• Vince, R. (2001). Power and emotion in organisational learning. Human Relations, 54(10), 1325-1351.
• Wang, C. L., & Ahmed, P. K. (2003). Organisational learning: A critical review. The Learning Organization, 10(1), 8-17.
• Weick, K. E. (2002). Puzzles in organizational learning: An exercise in disciplined imagination. British Journal of Management, 13(2), 7-15.
• Zietsma, C., Winn, M., Branzei, O., & Vertinsky, I. (2002). The war of the woods: Facilitators and impediments of organizational learning processes. British Journal of Management, 13(2), 61-74.