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Transformational Change: Towards an Action Learning Organization

David Limerick (Foundation Professor of Organizational Behaviour and Director of the Graduate School of Management.)
Ron Passfield (Lecturer in Human Resource Management, at the Faculty of Commerce and Administration at Griffith University, Queensland, Australia.)
Bert Cunnington (Senior Lecturer in Marketing and Strategy, and Deputy Dean, at the Faculty of Commerce and Administration at Griffith University, Queensland, Australia.)

The Learning Organization

ISSN: 0969-6474

Article publication date: 1 August 1994

7307

Abstract

Synthesizes the ideas of the “transformational change” and “learning organization” literature. The concept of the action learning organization is presented as a bridge between learning and transformation as it involves collaborative questioning by organizational members of their own actions. Discusses the characteristics of an action learning organization in terms of its bias for reflection‐in‐action, formation of learning alliances, development of external networks, multiple reward systems, creation of meaningful information, individual empowerment, leadership and vision. The knowledge‐generating organization is the one which is most likely to be able to survive both equilibrium and chaos.

Keywords

Citation

Limerick, D., Passfield, R. and Cunnington, B. (1994), "Transformational Change: Towards an Action Learning Organization", The Learning Organization, Vol. 1 No. 2, pp. 29-40. https://doi.org/10.1108/09696479410060973

Publisher

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MCB UP Ltd

Copyright © 1994, MCB UP Limited

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