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Action science and organizational learning

Action science and organizational learning Describes how individuals hold theories which govern their actions and how these theories unintentionally create organizational defensive routines and inhibit learning. Presents an action science approach whereby consultant researchers can help individuals see their taken‐for‐granted theories, test them and then redesign their action in the light of their learning. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Action science and organizational learning

Journal of Managerial Psychology , Volume 10 (6): 7 – Sep 1, 1995

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References (8)

Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683949510093849
Publisher site
See Article on Publisher Site

Abstract

Describes how individuals hold theories which govern their actions and how these theories unintentionally create organizational defensive routines and inhibit learning. Presents an action science approach whereby consultant researchers can help individuals see their taken‐for‐granted theories, test them and then redesign their action in the light of their learning.

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Sep 1, 1995

Keywords: Interventions; Organizational learning; Theory

There are no references for this article.