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Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal

Yıl 2014, , 33 - 42, 08.11.2014
https://doi.org/10.18394/iid.43743

Öz

Any individual, group, organization or society must cope with and adapt itself to the change going around its environment. Even though it is impossible to prevent change, generally these actors may try to resist it. Managing the change by preventing the resistance to it, is an important success factor the leaders and the followers should cope with.

The leaders and the followers are the main characters of the change and resistance. In this study, the main dynamics of organizational learning, organizational change, the literature of organizational change, and contemporary approaches were discussed. A general evaluation about organizational change and resistance which are the results of organizational learning and learning organizations has been made. A typology proposal in which the roles of the leaders and followers on change and resistances are underlined at the last part of this study.

Kaynakça

  • Argyris, C. (1977). Double Loop Learning in Organizations, Harvard Business Review, October, 115-126.
  • Argyris, C. (1993). Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change, San Francisco, CA: Jossey-Bass.
  • Beckhard, R. & Harris, R. (1987). Organizational transitions: Managing complex system change, Reading, MA: Addison-Wesley.
  • Braham, B.J. (1996). Creating a Learning Organization, London: Kogan Page.
  • Cavaleri, S.A. (2004). Levering organizational learning for knowledge and performance, The Learning Organization, 11 (2), 159-176.
  • Crossan, M., Lane, H., & White, R.E. (1999). An organizational learning framework: from intuition to institution, Academy of Management Review, 24(3), 522-537.
  • Cummings, T.G. & Huse, E.F. (1996). Organization Development and Change. New York, NY: West Publishing Company.
  • Day, G. (1994). Continuous learning about markets, California Management Review, 36(3), 9-31.
  • Denton, J. (1998). Organizational Learning and Effectiveness, London: Routledge.
  • Dibella, A.J. (2001). Learning practices: Assessment and Action for Organizational Improvement. Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ.
  • Dodgson, M. (1993). Organizational learning: A review of some literatures, Organization Studies, 14(1), 375-394.
  • Ercan, Ü. & Sığrı, Ü. (2013). Understanding the Dynamics of Social Change by Using Organizational Terminology: The Case of Turkey, Turkish Studies-International Periodical For The Languages, Literature and History of Turkish or Turkic, 8/12, 495-508.
  • Fiol, C.M. & Lyles, M.A. (1985). Organizational learning, Academy of Management Review, 10, 803-813.
  • Folger, R. & Skarlicki, D. (1999). Unfairness and resistance to change: Hardship as mistreatment, Journal of Organizational Change Management, 12(1), 35-50.
  • Garratt, B. (1999). The learning organization 15 years on: Some personal reflections, The Learning Organization, 6(5), 202-206.
  • Huber, G. (1991). Organizational learning: Contributing processes and the literatures, Organizational Science, 2(2), 88-115.
  • Jones, G.R. (2000). Organizational Theory. Englewood Cliffs, NJ: Prentice Hall.
  • Koçel, T. (2010). İşletme Yöneticiliği. İstanbul: Beta Basım Yayım A.Ş.
  • Lave, J. & Wenger, E. (1990). Situated Learning: Legitimate Peripheral Participation. Cambridge: Cambridge University Press
  • Levitt, B. & March, J.G. (1988). Organizational Learning, American Review of Sociology, 14(1), 32-66.
  • Lewin, K. (1951). Field theory in social science. New York: Harper and Row.
  • Lo´pez, S.P., Peo´n J.M.M. & Orda´s, C. (2005). Organizational learning as a determining factor in business performance, The Learning Organization, 12(3), 227-245.
  • Maturana, H. (2000). Steps to an ecology of mind: Collected essays in anthropology, psychiatry, evolution, and epistemology. Chicago: University Press.
  • Marquardt, M.J. & Kearsley, G. (1999). Technology-based Learning: Maximizing Human Performance and Corporate Success, Boston, MA: St. Lucie Press.
  • Maurer, R. (2006). Resistance and change in organizations. İçinde Brenda B. Jones & Michael Brazzel (Ed.), The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives (pp. 121-138). San Francisco, CA: Pfeiffer.
  • Mayhew, E. (2006). Organizational Change Processes. İçinde Brenda B. Jones & Michael Brazzel (Ed.), The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives (pp. 104-120). San Francisco, CA: Pfeiffer.
  • McGill, M.E. & Slocum, J.W. (1993). Unlearning the organization, Organizational Dynamics, 22(2), 67-79.
  • Mezias, J., Grinyer, P., & Guth, W.D. (2001). Changing collective cognition: A process model for strategic change, Long Range Planning, 34(1), 71-95.
  • Nevis, E.C., Dibella, A.J., & Gould, J.M. (1995). Understanding organizations as learning systems, Sloan Management Review, 36(2), 73-85.
  • Nonaka, I., Byosiere, P., Borucki, C., & Konno, N. (1994). Organizational knowledge creation theory: A first comprehensive test, International Business Review, 3(4), 337-351.
  • Ortenblad, A. (2004). The learning organization: Towards an integrated model, The Learning Organization, 11(2), 129-144.
  • Pedler, M., Burgoyne, J., & Boydell, T. (1997). The Learning Company: A Strategy for Sustainable Development. London: McGraw-Hill.
  • Piderit, S. (2000). Rethinking resistance and recognizing ambivalence, Academy of Management Review, 25(4), 783-795.
  • Probst, G.J.B. & Buchel, B.S.T. (1997). Organizational Learning: The Competitive Advantage of the Future. London: Prentice Hall.
  • Roth, G. (2000). Construction conversations: Lessons from learning from experience, Organizational Development Journal, 18(4), 69-78.
  • Schein, E.H. (1996). Three cultures of management: The key to organizational learning, Sloan Management Review, 38(1), 9-20.
  • Senge, P.M. (1990). The Fifth Discipline, The Art and Practice of the Learning Organization. New York, NY: Currency Doubleday.
  • Sinkula, J.M. (1994). Market information processing and organizational learning, Journal of Marketing, 58(1), 35-45.
  • Stata, R. (1989). Organizational Learning-The Key to Management Innovation, Sloan Management Review. 30(3), 63-74.
  • Watkins, K.E. & Marsick, V.J. (1993). Sculpting the Learning Organization: Lessons for the Learning Organization. San Francisco, CA: Jossey-Bass.
  • Watkins, K.E. & Marsick, V.J. (1994). The learning organization: An integrative vision for HRD, Human Resource Development Quarterly, 5(4), 353-361.
  • Winter, S. (2000). The satisfying principle in capability learning, Strategic Management Journal, 21(2), 981-996.
  • Yalçın, B. & Ay, C. (2011). Bilgi Toplumunda Öğrenen Örgütler ve Liderlik Süreci Bağlamında bir Örnek Olay Çalışması, Sosyal Bilimler Dergisi, 9(1), 15-36.
  • Yang, B., Watkins, K.E., & Marsick, V.J. (2004). The construct of the learning organization: Dimensions, measurement, and validation. Human Resource Development Quarterly, 15, 31–55
  • Yeo, R.K. (2005). Revisiting the roots of learning organization: A synthesis of the learning organization literature, The Learning Organization, 12(4), 368-382.

Öğrenen Örgütler, Örgütsel Değişim ve Değişime Direnç: Bir Tipoloji Önerisi

Yıl 2014, , 33 - 42, 08.11.2014
https://doi.org/10.18394/iid.43743

Öz

Tüm bireyler, gruplar, organizasyonlar veya toplumlar çevrelerinde meydana gelen değişim ile başa çıkmayı ve değişime uyum sağlamayı öğrenmek zorundadırlar. Her ne kadar söz konusu değişimi engellemek mümkün olmasa dâhi, genel olarak değişime maruz kalan tüm bu aktörler değişime direnç gösterirler. Değişim sürecini yönetebilmek ve değişime direnci engelleyebilmek özellikle liderler ve değişimi talep eden takipçileri için önemli bir husustur.

Liderler ve takipçileri değişimin ve değişime direncin ana unsurlarıdır. Bu çalışmada; öncelikle organizasyonel öğrenme ve örgütsel değişimin kuramsal çerçevesi, kavramlara ilişkin yazın taraması ve güncel yaklaşımlar tartışılmıştır. Daha sonra örgütsel öğrenme ve öğrenen örgüt olgusunun sonucu olarak ortaya çıkan örgütsel değişim ve değişime dirençle ilgili genel bir değerlendirme yapılmıştır. Çalışmanın son bölümünde ise örgütsel değişim ve değişime direnç konusunda bir tipoloji önerisi sunulmuştur.

Kaynakça

  • Argyris, C. (1977). Double Loop Learning in Organizations, Harvard Business Review, October, 115-126.
  • Argyris, C. (1993). Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change, San Francisco, CA: Jossey-Bass.
  • Beckhard, R. & Harris, R. (1987). Organizational transitions: Managing complex system change, Reading, MA: Addison-Wesley.
  • Braham, B.J. (1996). Creating a Learning Organization, London: Kogan Page.
  • Cavaleri, S.A. (2004). Levering organizational learning for knowledge and performance, The Learning Organization, 11 (2), 159-176.
  • Crossan, M., Lane, H., & White, R.E. (1999). An organizational learning framework: from intuition to institution, Academy of Management Review, 24(3), 522-537.
  • Cummings, T.G. & Huse, E.F. (1996). Organization Development and Change. New York, NY: West Publishing Company.
  • Day, G. (1994). Continuous learning about markets, California Management Review, 36(3), 9-31.
  • Denton, J. (1998). Organizational Learning and Effectiveness, London: Routledge.
  • Dibella, A.J. (2001). Learning practices: Assessment and Action for Organizational Improvement. Reprinted by permission of Pearson Education, Inc., Upper Saddle River, NJ.
  • Dodgson, M. (1993). Organizational learning: A review of some literatures, Organization Studies, 14(1), 375-394.
  • Ercan, Ü. & Sığrı, Ü. (2013). Understanding the Dynamics of Social Change by Using Organizational Terminology: The Case of Turkey, Turkish Studies-International Periodical For The Languages, Literature and History of Turkish or Turkic, 8/12, 495-508.
  • Fiol, C.M. & Lyles, M.A. (1985). Organizational learning, Academy of Management Review, 10, 803-813.
  • Folger, R. & Skarlicki, D. (1999). Unfairness and resistance to change: Hardship as mistreatment, Journal of Organizational Change Management, 12(1), 35-50.
  • Garratt, B. (1999). The learning organization 15 years on: Some personal reflections, The Learning Organization, 6(5), 202-206.
  • Huber, G. (1991). Organizational learning: Contributing processes and the literatures, Organizational Science, 2(2), 88-115.
  • Jones, G.R. (2000). Organizational Theory. Englewood Cliffs, NJ: Prentice Hall.
  • Koçel, T. (2010). İşletme Yöneticiliği. İstanbul: Beta Basım Yayım A.Ş.
  • Lave, J. & Wenger, E. (1990). Situated Learning: Legitimate Peripheral Participation. Cambridge: Cambridge University Press
  • Levitt, B. & March, J.G. (1988). Organizational Learning, American Review of Sociology, 14(1), 32-66.
  • Lewin, K. (1951). Field theory in social science. New York: Harper and Row.
  • Lo´pez, S.P., Peo´n J.M.M. & Orda´s, C. (2005). Organizational learning as a determining factor in business performance, The Learning Organization, 12(3), 227-245.
  • Maturana, H. (2000). Steps to an ecology of mind: Collected essays in anthropology, psychiatry, evolution, and epistemology. Chicago: University Press.
  • Marquardt, M.J. & Kearsley, G. (1999). Technology-based Learning: Maximizing Human Performance and Corporate Success, Boston, MA: St. Lucie Press.
  • Maurer, R. (2006). Resistance and change in organizations. İçinde Brenda B. Jones & Michael Brazzel (Ed.), The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives (pp. 121-138). San Francisco, CA: Pfeiffer.
  • Mayhew, E. (2006). Organizational Change Processes. İçinde Brenda B. Jones & Michael Brazzel (Ed.), The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives (pp. 104-120). San Francisco, CA: Pfeiffer.
  • McGill, M.E. & Slocum, J.W. (1993). Unlearning the organization, Organizational Dynamics, 22(2), 67-79.
  • Mezias, J., Grinyer, P., & Guth, W.D. (2001). Changing collective cognition: A process model for strategic change, Long Range Planning, 34(1), 71-95.
  • Nevis, E.C., Dibella, A.J., & Gould, J.M. (1995). Understanding organizations as learning systems, Sloan Management Review, 36(2), 73-85.
  • Nonaka, I., Byosiere, P., Borucki, C., & Konno, N. (1994). Organizational knowledge creation theory: A first comprehensive test, International Business Review, 3(4), 337-351.
  • Ortenblad, A. (2004). The learning organization: Towards an integrated model, The Learning Organization, 11(2), 129-144.
  • Pedler, M., Burgoyne, J., & Boydell, T. (1997). The Learning Company: A Strategy for Sustainable Development. London: McGraw-Hill.
  • Piderit, S. (2000). Rethinking resistance and recognizing ambivalence, Academy of Management Review, 25(4), 783-795.
  • Probst, G.J.B. & Buchel, B.S.T. (1997). Organizational Learning: The Competitive Advantage of the Future. London: Prentice Hall.
  • Roth, G. (2000). Construction conversations: Lessons from learning from experience, Organizational Development Journal, 18(4), 69-78.
  • Schein, E.H. (1996). Three cultures of management: The key to organizational learning, Sloan Management Review, 38(1), 9-20.
  • Senge, P.M. (1990). The Fifth Discipline, The Art and Practice of the Learning Organization. New York, NY: Currency Doubleday.
  • Sinkula, J.M. (1994). Market information processing and organizational learning, Journal of Marketing, 58(1), 35-45.
  • Stata, R. (1989). Organizational Learning-The Key to Management Innovation, Sloan Management Review. 30(3), 63-74.
  • Watkins, K.E. & Marsick, V.J. (1993). Sculpting the Learning Organization: Lessons for the Learning Organization. San Francisco, CA: Jossey-Bass.
  • Watkins, K.E. & Marsick, V.J. (1994). The learning organization: An integrative vision for HRD, Human Resource Development Quarterly, 5(4), 353-361.
  • Winter, S. (2000). The satisfying principle in capability learning, Strategic Management Journal, 21(2), 981-996.
  • Yalçın, B. & Ay, C. (2011). Bilgi Toplumunda Öğrenen Örgütler ve Liderlik Süreci Bağlamında bir Örnek Olay Çalışması, Sosyal Bilimler Dergisi, 9(1), 15-36.
  • Yang, B., Watkins, K.E., & Marsick, V.J. (2004). The construct of the learning organization: Dimensions, measurement, and validation. Human Resource Development Quarterly, 15, 31–55
  • Yeo, R.K. (2005). Revisiting the roots of learning organization: A synthesis of the learning organization literature, The Learning Organization, 12(4), 368-382.
Toplam 45 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Ümit Ercan

Yayımlanma Tarihi 8 Kasım 2014
Gönderilme Tarihi 8 Kasım 2014
Yayımlandığı Sayı Yıl 2014

Kaynak Göster

APA Ercan, Ü. (2014). Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal. İş Ve İnsan Dergisi, 1(1), 33-42. https://doi.org/10.18394/iid.43743
AMA Ercan Ü. Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal. İİD. Kasım 2014;1(1):33-42. doi:10.18394/iid.43743
Chicago Ercan, Ümit. “Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal”. İş Ve İnsan Dergisi 1, sy. 1 (Kasım 2014): 33-42. https://doi.org/10.18394/iid.43743.
EndNote Ercan Ü (01 Kasım 2014) Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal. İş ve İnsan Dergisi 1 1 33–42.
IEEE Ü. Ercan, “Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal”, İİD, c. 1, sy. 1, ss. 33–42, 2014, doi: 10.18394/iid.43743.
ISNAD Ercan, Ümit. “Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal”. İş ve İnsan Dergisi 1/1 (Kasım 2014), 33-42. https://doi.org/10.18394/iid.43743.
JAMA Ercan Ü. Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal. İİD. 2014;1:33–42.
MLA Ercan, Ümit. “Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal”. İş Ve İnsan Dergisi, c. 1, sy. 1, 2014, ss. 33-42, doi:10.18394/iid.43743.
Vancouver Ercan Ü. Learning Organizations, Organizational Change and Resistance to Change: A Typology Proposal. İİD. 2014;1(1):33-42.

 

 

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