Abstract
The paper examines learning theory in practice. Investigates case study organization’s social architecture analysed through metaphor of dance. Empirical work shows impact of management-employee relationship in unlocking or inhibiting individual learning and lack of management feedback loops result in containment of learning, trapping individuals in a cycle of ‘not learning.’
Original language | English |
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Pages (from-to) | 398-412 |
Journal | The Learning Organization |
Volume | 13 |
Issue number | 4 |
DOIs | |
Publication status | Published - Oct 2006 |
Keywords
- organizational learning
- organizational behavior