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A response to Snell: The learning organization: Fact or fiction?

Salaman, Graeme (2001). A response to Snell: The learning organization: Fact or fiction? Human Relations, 54(3) pp. 343–359.

URL: http://hum.sagepub.com/cgi/content/abstract/54/3/3...
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Abstract

Snell in his article in this issue has argued that the moral basis of the learning organization is comprehensively and systematically at odds with the moral foundations of the conventional organization. In this article, this critique of the learning organization is taken a step further. It is argued that, as defined by its proponents, the learning organization is limited by conventional organizational structures and hierarchy, by organizational cultures that frequently encourage anti-learning values and routines, and by shared structures of organizational cognition. It is argued that the learning organization also overlooks the extent to which standards of rationality within organizations arise from dominant external discourses of government and organization.

Item Type: Journal Article
ISSN: 0018-7267
Keywords: learning organization; organization; organizational cognition; organizational cultures; organizational structures; organisation
Academic Unit/Department: Open University Business School
Interdisciplinary Research Centre: Innovation, Knowledge & Development research centre (IKD)
Item ID: 1469
Depositing User: Users 12 not found.
Date Deposited: 01 Jun 2006
Last Modified: 02 Dec 2010 19:46
URI: http://oro.open.ac.uk/id/eprint/1469
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