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Organizational learning and power dynamics: a study in a Brazilian University

Organizational learning and power dynamics: a study in a Brazilian University Purpose– This paper aims to describe and analyze organizational learning processes and power dynamics during the adoption and use of an information system (IS) at a Brazilian public organization. Design/methodology/approach– A case study was chosen as the research method. Data were gathered from documents and interviews with key informants. Findings– The results indicate the existence of two learning cycles during the adoption of the IS at the organization. In the first cycle, learning occurred only at the individual level. In the second cycle, cognitive and social processes of individual and group learning were associated with power dynamics, enabling learning at the organizational level. These results reveal a relationship between the organizational learning process and the specific modes of power, notably discipline, influence, force and domination. Originality/value– The study presents empirical evidence about the conceptual relation between the organizational learning process and different forms of power in organizations. There has been limited empirical research on this topic worldwide to date, and none in the context of Brazilian organizations published in Brazil or abroad. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Organizational learning and power dynamics: a study in a Brazilian University

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0969-6474
DOI
10.1108/TLO-10-2011-0055
Publisher site
See Article on Publisher Site

Abstract

Purpose– This paper aims to describe and analyze organizational learning processes and power dynamics during the adoption and use of an information system (IS) at a Brazilian public organization. Design/methodology/approach– A case study was chosen as the research method. Data were gathered from documents and interviews with key informants. Findings– The results indicate the existence of two learning cycles during the adoption of the IS at the organization. In the first cycle, learning occurred only at the individual level. In the second cycle, cognitive and social processes of individual and group learning were associated with power dynamics, enabling learning at the organizational level. These results reveal a relationship between the organizational learning process and the specific modes of power, notably discipline, influence, force and domination. Originality/value– The study presents empirical evidence about the conceptual relation between the organizational learning process and different forms of power in organizations. There has been limited empirical research on this topic worldwide to date, and none in the context of Brazilian organizations published in Brazil or abroad.

Journal

The Learning OrganizationEmerald Publishing

Published: Feb 2, 2015

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