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Learning gaps in a learning organization: professionals' values versus management values
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.ORCID iD: 0000-0003-2840-8510
2010 (English)In: Journal of Workplace Learning, ISSN 1366-5626, E-ISSN 1758-7859, Vol. 22, no 5, p. 292-305Article in journal (Refereed) Published
Abstract [en]

Purpose: The aim of this article is to challenge the concept of "the learning organization" as unproblematic and inherently good. Design/methodology/approach: The research looked at how teachers - as an example of public sector professionals in a work organization that claims to be a learning organization - view their conditions for learning. Findings: By using this approach, the normative values surrounding the concept of the learning organization were discussed. This approach identifies power-relations: i.e. who has the priority of interpretation to define what learning is desired and considered relevant as well as when, how and where one learns. In addition, it gives indications to how and why the implementations of management concepts are not always successful. Originality/value: This article shows how the implementation of a governance concept (learning organization) in fact can be seen as bringing with it unintended consequences for the organization as a whole - and especially for the professionals. Even within a work organization claiming to be a learning organization, learning gaps can be identified.

Abstract [en]

Purpose: The aim of this article is to challenge the concept of "the learning organization" as unproblematic and inherently good. Design/methodology/approach: The research looked at how teachers - as an example of public sector professionals in a work organization that claims to be a learning organization - view their conditions for learning. Findings: By using this approach, the normative values surrounding the concept of the learning organization were discussed. This approach identifies power-relations: i.e. who has the priority of interpretation to define what learning is desired and considered relevant as well as when, how and where one learns. In addition, it gives indications to how and why the implementations of management concepts are not always successful. Originality/value: This article shows how the implementation of a governance concept (learning organization) in fact can be seen as bringing with it unintended consequences for the organization as a whole - and especially for the professionals. Even within a work organization claiming to be a learning organization, learning gaps can be identified

Place, publisher, year, edition, pages
2010. Vol. 22, no 5, p. 292-305
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Industrial Work Environment
Identifiers
URN: urn:nbn:se:ltu:diva-6913DOI: 10.1108/13665621011053208Scopus ID: 2-s2.0-77954223882Local ID: 53f49f20-9117-11df-8806-000ea68e967bOAI: oai:DiVA.org:ltu-6913DiVA, id: diva2:979799
Note
Validerad; 2010; 20100716 (ysko)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved

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Parding, KarolinaAbrahamsson, Lena

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