Mapping the landscape of organizational learning

Article Abstract:

It is possible to adopt a number of different approaches to organisational learning, including psychology, contingency theory, system dynamics and information theory. Organisational learning processes can encounter a range of problems and barriers, and it is vital that companies have ways of dealing with these. In particular, the top down structure of many companies can hamper their learning ability. Organisational learning is still very much at a theoretical stage, and this is reflected in the current literature.

Management Development, Management, Organizational change

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Making organisational learning work: Consent and double linking between circles

Article Abstract:

Organisational learning has been studied for many years by the business community and academics alike, although no one approach has yet been agreed on to set up such an environment. Several theories are discussed such as decision making by consent, organizing into circles, doubling linking between circles and electing persons by consent. Open discussion is used when electing representatives from the circle, a practice which is uncommon in the United Kingdom.

Management Skills, Management-Communications, Study and teaching, Business enterprises, Learning, Career development, Management techniques, Organizational communication

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Simulation as a research tool in management studies

Article Abstract:

Management researchers make little use of simulation in management studies, but the reason is unclear. A new study suggests that the main reasons for the lack of use of simulation tools include specialization craftsmanship, empirical or design approach, and complex or complicated systems. These forces are pulling researchers away from the use of simulation research.

Management Policy & Goals, Methods, Management research, Strategic planning (Business), Goal setting

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