Organizational learning : diverging communities of practice ?

Mark EASTERBY-SMITH, Robin SNELL, Silvia GHERARDI

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

160 Citations (Scopus)

Abstract

This article provides an overview of current debates in the field of organizational learning through the device of examining key `divergencies' within the literature. Clear divergencies are noted in two areas: first, between the practitioner literature which is primarily engaged in creating learning organizations and the academic literature which is engaged in the study of learning processes in organizations; and, second, in the views of both academics and practitioners about the nature and essence of organizational learning. In addition, but with somewhat less significance, divergencies are noted in the preferred ways of investigating and researching into organizational learning, and ways of improving the ability of organizations to learn. The article then identifies power as an issue that has received limited attention in the literature, but which appears to underlie many of the above divergencies.
Original languageEnglish
Pages (from-to)259-272
Number of pages14
JournalManagement Learning
Volume29
Issue number3
DOIs
Publication statusPublished - 1 Sep 1998
Externally publishedYes

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Learning communities
Organizational learning
Communities of practice
Limited attention
Learning process
Learning organizations

Cite this

EASTERBY-SMITH, Mark ; SNELL, Robin ; GHERARDI, Silvia. / Organizational learning : diverging communities of practice ?. In: Management Learning. 1998 ; Vol. 29, No. 3. pp. 259-272.
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Organizational learning : diverging communities of practice ? / EASTERBY-SMITH, Mark; SNELL, Robin; GHERARDI, Silvia.

In: Management Learning, Vol. 29, No. 3, 01.09.1998, p. 259-272.

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

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