Access the full text.
Sign up today, get DeepDyve free for 14 days.
Anders Örtenblad (2013)
Who is the learning organization for? A stakeholder contingency approach to contextualizing managerial panaceas: Adaptation and Context
(2012)
Combating learning
S. Brookfield (2014)
Foundations of Critical TheoryAdvances in Developing Human Resources, 16
Dorothy Leonard-Barton (1995)
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Lynn Martin, Gemma Lord, I. Warren-Smith (2017)
Unseen and unheard? Women managers and organizational learningThe Learning Organization, 25
T. Olsen, Tone Glad, Cathrine Filstad (2017)
Learning to Learn Differently.Journal of Workplace Learning, 30
Irina Popova-Nowak, Maria Cseh (2015)
The Meaning of Organizational LearningHuman Resource Development Review, 14
Laurie Field (2011)
Exploring the Political Underbelly of Organizational Learning: Learning during Pay and Performance Management Change.The Learning Organization, 18
M. McGill, J. Slocum (1993)
Unlearning the organizationOrganizational Dynamics, 22
Peter Smith (2011)
Elements of organizational sustainabilityThe Learning Organization, 18
S. Kilskar, J. Ingvaldsen, N. Valle (2017)
CoPs facing rationalization: the politics of community reproductionThe Learning Organization, 25
M. Driver (2002)
The Learning Organization: Foucauldian Gloom or Utopian Sunshine?Human Relations, 55
S. Gherardi (2001)
From Organizational Learning to Practice-Based KnowingHuman Relations, 54
E. Antonacopoulou (2006)
The Relationship between Individual and Organizational Learning: New Evidence from Managerial Learning PracticesManagement Learning, 37
S. Ripamonti, L. Galuppo (2016)
Work transformation following the implementation of an ERP system: an activity-theoretical perspectiveJournal of Workplace Learning, 28
T. Huzzard, K. Östergren (2002)
When Norms Collide: Learning Under Organizational HypocrisyBritish Journal of Management, 13
D. Thursfield (2008)
Managers' Learning in a UK Local Authority: The Political Context of an In-house MBAManagement Learning, 39
W. Snyder, T. Cummings (1998)
Organization Learning Disorders: Conceptual Model and Intervention HypothesesHuman Relations, 51
Erica Falkenström, Jonas Ohlsson, A. Höglund (2016)
Developing ethical competence in healthcare managementJournal of Workplace Learning, 28
Laurie Field (1998)
The challenge of 'empowered learning'Asia Pacific Journal of Human Resources, 36
J. Rule, R. Dunston, Nicky Solomon (2016)
Learning and change in the redesign of a primary health care initiativeJournal of Workplace Learning, 28
Nataša Rupčić (2017)
Spiritual Development--A Missing and Powerful Leverage When Building Learning Organizations.The Learning Organization, 24
Shinya Suzuki, Hiroyuki Okamuro (2016)
Determinants of Academic Startups’ Orientation toward International Business ExpansionAdministrative Sciences, 7
R. Sennett (2017)
The Culture of the New Capitalism
C. Argyris (1993)
On organizational learning
H. Berends, Irene Lammers (2010)
Explaining Discontinuity in Organizational Learning: A Process AnalysisOrganization Studies, 31
Anders Örtenblad, Riina Koris (2014)
Is the learning organization idea relevant to higher educational institutions? A literature review and a “multi-stakeholder contingency approach”International Journal of Educational Management, 28
Ricardo Chiva (2017)
The learning organization and the level of consciousnessThe Learning Organization, 24
P. Senge (1991)
The fifth discipline : the art and practice of the learning organization/ Peter M. Senge
Jay Dee, L. Leišytė (2017)
Knowledge Sharing and Organizational Change in Higher Education.The Learning Organization, 24
Annika Andersson, Berner Lindström (2017)
Making collaboration work – developing boundary work and boundary awareness in emergency exercisesJournal of Workplace Learning, 29
V. Marsick, Karen Watkins (1994)
The learning organization: An integrative vision for HRDHuman Resource Development Quarterly, 5
P. Fleming (2005)
Metaphors of ResistanceManagement Communication Quarterly, 19
Robyn Thomas, A. Davies (2005)
Theorizing the Micro-politics of Resistance: New Public Management and Managerial Identities in the UK Public ServicesOrganization Studies, 26
M. Waters (1994)
Modern Sociological Theory
I. Shapiro (2006)
On the Second Edition of Lukes' Third FacePolitical Studies Review, 4
N. Dixon (2017)
Learning together and working apart: routines for organizational learning in virtual teamsThe Learning Organization, 24
J. Hong, Fiona O (2009)
Conflicting Identities and Power Between Communities of Practice: The Case of IT OutsourcingManagement Learning, 40
Poonam Ramjeawon, J. Rowley (2017)
Knowledge management in higher education institutions: enablers and barriers in MauritiusThe Learning Organization, 24
Meri Jalonen, Päivi Ristimäki, Hanna Toiviainen, A. Pulkkis, M. Lohtander (2016)
Between product development and mass production: Tensions as triggers for concept-level learningJournal of Workplace Learning, 28
Bente Elkjaer, Niels Nickelsen (2016)
Intervention as Workplace Learning.Journal of Workplace Learning, 28
C. Argyris, Donald Schön (1978)
Organizational Learning: A Theory Of Action Perspective
Laurie Field (2012)
Protecting the underbelly: shared ontological interests and organizational learning, 14
(1971)
Industrial sociology and industrial relations
Raymond Caldwell (2011)
Leadership and Learning: A Critical Reexamination of Senge’s Learning OrganizationSystemic Practice and Action Research, 25
Anders Örtenblad (2002)
Organizational Learning: A Radical PerspectiveInternational Journal of Management Reviews, 4
M. Fielding (2001)
Learning Organisation or Learning Community? A Critique of SengePhilosophy of Management, 1
Amanda Lizier (2017)
Investigating work and learning through complex adaptive organisationsJournal of Workplace Learning, 29
E. Wenger (2000)
Communities of Practice and Social Learning SystemsOrganization, 7
C. Fiol, Edward O’Connor (2017)
Unlearning established organizational routines – Part IIThe Learning Organization, 24
F. Blackler, S. Regan (2009)
Intentionality, Agency, Change: Practice Theory and ManagementManagement Learning, 40
P. Bain, P. Taylor (2000)
Entrapped by the 'electronic panopticon'? worker resistance in the call centreNew Technology Work and Employment, 15
N. Clarke (2003)
The politics of training needs analysisJournal of Workplace Learning, 15
Nadine Newman, Dunstan Newman (2015)
Learning and knowledge: a dream or nightmare for employeesThe Learning Organization, 22
J. Coopey (1995)
The Learning Organization, Power, Politics and Ideology IntroductionManagement Learning, 26
M. Holmemo, J. Ingvaldsen (2016)
Bypassing the dinosaurs? – How middle managers become the missing link in lean implementationTotal Quality Management & Business Excellence, 27
Laurie Field (2017)
Interest Differences and Organizational LearningAdministrative Sciences, 7
This paper aims to use critical theorist Jürgen Habermas’s conceptualization of the relationship between knowledge and interests to better understand the role of common and competing interests during organizational learning.Design/methodology/approachThe paper draws on critical accounts of work and learning, and on Habermas’s theoretical work on knowledge and interests, to examine the relationship between interests and organizational learning and, in particular, to consider conflict of interest’s role in organizational learning.FindingsTransposed to organizational level, Habermas’s conceptualization of the relationship between knowledge and interests suggests that organizational learning can result from a technical interest, shaped by money and power, and from tensions and incompatibilities between the system’s technical interest and the lifeworld’s practical and emancipatory interests. There is ample evidence that the first combination does indeed account for a great deal of organizational learning but to date, very little scholarly attention has considered the possibility of organizational learning resulting from the second combination.Originality/valueDespite interests and interest differences being visible in a number of studies of learning by individuals at work, the relationship between interests and learning at the organizational level is not well understood. This paper is a contribution to this area, using Habermas’s conceptualization of knowledge and interests to better understand the role of interests during organizational learning, raising the possibility that competing interests can result in organizational learning, and suggesting areas for further research.
The Learning Organization – Emerald Publishing
Published: Jun 13, 2019
Keywords: Critical theory; Organizational learning; Interests; Habermas; Lifeworld
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.