Books and journals Case studies Expert Briefings Open Access
Advanced search

Search results

1 – 10 of over 1000
To view the access options for this content please click here
Article
Publication date: 1 October 1996

Contours of diversity management and triple loop learning

Robert L. Flood and Norma R.A. Romm

Introduces diversity management as managing the increased diversity of issues that confront humankind in contemporary organizational and societal affairs. Defines triple…

HTML
PDF (42 KB)

Abstract

Introduces diversity management as managing the increased diversity of issues that confront humankind in contemporary organizational and societal affairs. Defines triple loop learning as being about the increase in the fullness and deepness of learning about the diversity of issues and dilemmas faced. Presents the contours of diversity management and triple loop learning. Sees the latter as the dénouement of single loop learning and of double loop learning. Provides a “quickmap” of the contours of diversity management and triple loop learning.

Details

Kybernetes, vol. 25 no. 7/8
Type: Research Article
DOI: https://doi.org/10.1108/03684929610149747
ISSN: 0368-492X

Keywords

  • Cybernetics
  • Diversity
  • Management

To view the access options for this content please click here
Article
Publication date: 1 October 1999

Circular organizing and triple loop learning

A. Georges L. Romme and Arjen van Witteloostuijn

The organizational learning literature distinguishes different levels of learning (zero learning and single, double and triple loop learning) in order to understand the…

HTML
PDF (115 KB)

Abstract

The organizational learning literature distinguishes different levels of learning (zero learning and single, double and triple loop learning) in order to understand the complexity and dynamics of changes in policies, objectives, mental maps, and structures and strategies for learning. This article explores the case of an emerging new organizational design, the circular organization, in order to understand the role of triple loop learning. The circular model was developed on the basis of ideas about the relationship between organizational structure and behavior taken from theories of dynamic systems. Circular design precepts appear to provide a structural facilitation of single and double loop learning. In this respect, the circular design tends to act as a facilitating infrastructure for triple loop learning, that is, exploring the structural opportunities and key competences people need to participate in making well‐informed choices about policies, objectives and other issues.

Details

Journal of Organizational Change Management, vol. 12 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/09534819910289110
ISSN: 0953-4814

Keywords

  • Learning
  • Organizational design
  • Electronics
  • The Netherlands

To view the access options for this content please click here
Article
Publication date: 19 April 2011

Triple‐loop learning in a cross‐sector partnership: The DC Central Kitchen partnership

Patrizia Ameli and D. Christopher Kayes

This paper aims to build on notions of a higher level of organizational learning to suggest another dimension: interorganizational learning that emerges in a cross‐sector…

HTML
PDF (201 KB)

Abstract

Purpose

This paper aims to build on notions of a higher level of organizational learning to suggest another dimension: interorganizational learning that emerges in a cross‐sector partnership.

Design/methodology/approach

A case study was conducted with the DC Central Kitchen (DCCK) partnership with for‐profit and governmental entities. Research methods included interviews with the founder, CEO, and manager responsible for the relationship with partners; direct observation during volunteer work at DCCK; and review of archival data and physical artifacts.

Findings

At the organizational level, DCCK was a learning organization because the principal variables – culture, strategy, shared vision, and knowledge management – were focused on learning. At the interorganizational level, the network was like a constellation of organizations. DCCK had many dyadic relationships with its partners, but the partners were not always interconnected with one another. Triple‐loop learning occurred in DCCK but was not yet developed among partners. DCCK benefited the community both tangibly, as seen in its education projects, and culturally, by giving a more central role to the nonprofit organization in the economic system.

Originality/value

The paper illustrates the value of interorganizational learning across two or more sectors of organizations.

Details

The Learning Organization, vol. 18 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/09696471111123243
ISSN: 0969-6474

Keywords

  • Cross‐functional integration
  • Partnership
  • Learning
  • United States of America

To view the access options for this content please click here
Article
Publication date: 10 April 2017

N-loop learning: part I – of hedgehog, fox, dodo bird and sphinx

Bernard L. Simonin

This paper aims to encourage greater clarity and stimulate further interest in thorough empirical research in the area of learning levels. The broader motivation here is…

HTML
PDF (106 KB)

Abstract

Purpose

This paper aims to encourage greater clarity and stimulate further interest in thorough empirical research in the area of learning levels. The broader motivation here is to urge researchers to not only theorize but also undertake elaborate and much needed empirical work.

Design/methodology/approach

Part I of the study rests on a reflection and review of the literature concerned with “N-loop learning”, that is, the different hierarchical levels and stages of organizational learning.

Findings

The study provides some views and classification schemes on how to reconcile and think about different levels of learning. Some learning archetypes are identified that guide further reflection and elaboration on learning stages and hierarchies.

Originality/value

“N-loop learning” is introduced to encapsulate and systematize a vast array of views, models and levels of organizational learning. From zero learning and single-loop learning to quadruple-loop learning, a series of learning archetypes are presented. The case for a proper and clear nomenclature of learning levels is singled out. Finally, a strong case for empirical testing in this area is advocated.

Details

The Learning Organization, vol. 24 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/TLO-12-2016-0099
ISSN: 0969-6474

Keywords

  • Double-loop
  • Hedgehog
  • N-loop learning
  • Quadruple-loop
  • Single-loop
  • Triple-loop
  • Fox
  • Sphinx

To view the access options for this content please click here
Article
Publication date: 14 May 2018

A systemic approach to processes of power in learning organizations: Part I – literature, theory, and methodology of triple loop learning

Robert L. Flood and Norma R.A. Romm

The purpose of the paper is to introduce a systemic approach to organizational learning “triple loop learning” (TLL) that addresses processes of power. Three equally…

HTML
PDF (157 KB)

Abstract

Purpose

The purpose of the paper is to introduce a systemic approach to organizational learning “triple loop learning” (TLL) that addresses processes of power. Three equally important foci in our TLL are processes of design, processes of debate and processes of power. The focus on power aims to shift “power over” (power as domination) to “power to” enact empowering designs, “power to” co-develop responsible decision-making and “power to” transform our relations with each other and with life on Earth.

Design/methodology/approach

The organizational learning literature is reviewed in the context of power dynamics and its shortcomings are highlighted. The authors introduce their understanding of TLL, and how it engages with power dynamics in organizations.

Findings

Peter Senge’s conceptualization of systems thinking is unable to recognize processes of power in organizations and offers limited support to transformative learning. Conceptualizations of TLL aim to enhance learning in organizations but none satisfactorily address the processes of power. The learning organization literature as a whole does not satisfactorily address processes of power or reflect our way of envisaging “looping between loops of learning” in TLL to better design, better debate and better develop relationality in the social fabric of organizations.

Originality/value

The authors introduce an original approach to TLL that directly addresses the processes of power in organizations. It offers researchers, learning facilitators and practitioners of the learning organization a way to engage with the processes of power without neglecting other important organizational and environmental issues.

Details

The Learning Organization, vol. 25 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/TLO-10-2017-0101
ISSN: 0969-6474

Keywords

  • Systemic thinking
  • Organizational learning
  • Quality of life
  • Triple loop learning
  • Organizations and the environment
  • Processes of power

To view the access options for this content please click here
Article
Publication date: 1 December 2002

From individual to team learning: practical perspectives on the learning organisation

Roland Yeo

This paper distils practical perspectives from experienced consultants on an integrative framework on organisational learning and performance. The foundation of this…

HTML
PDF (213 KB)

Abstract

This paper distils practical perspectives from experienced consultants on an integrative framework on organisational learning and performance. The foundation of this framework is governed by behavioural and cognitive learning theories. Convergent interviewing was the methodology used to verify the practicality of the framework and provide insight for further development. Data derived from four organisational development consultants confirmed the framework’s feasibility, but suggested additional issues to examine organisational learning further. The conclusion drawn is that there are distinct stages of learning but the relationship between them is robust and dynamic. Further, the notion of “triple‐loop learning” is often misconstrued in practical contexts due to its level of abstraction. Effective leadership is regarded as the leitmotif in driving strategic organisational learning initiatives. However, leaders must consider the time factor involved, as such initiatives can only take effect after a period of time rather than immediately.

Details

Team Performance Management: An International Journal, vol. 8 no. 7/8
Type: Research Article
DOI: https://doi.org/10.1108/13527590210442221
ISSN: 1352-7592

Keywords

  • Convergence
  • Strategy
  • Leadership
  • Learning cycle
  • Organizational performance
  • Strategic planning

To view the access options for this content please click here
Article
Publication date: 1 September 2006

Organizational learning, change process, and evolution of management systems: Empirical evidence from the Basque Region

Nekane Aramburu, Josune Sáenz and Olga Rivera

The purpose of this research is to analyze the relationship between the organizational learning capacity of manufacturing companies in the Spanish Basque Region and their…

HTML
PDF (118 KB)

Abstract

Purpose

The purpose of this research is to analyze the relationship between the organizational learning capacity of manufacturing companies in the Spanish Basque Region and their management systems.

Design/methodology/approach

To this end, an ad hoc questionnaire was devised and addressed to the Chief Executive Officers of a representative sample of 200 companies from all manufacturing sectors of the Basque Country.

Findings

The results obtained show that the characteristics of the management system of a company (the strategy formulation process and organizational design) do not condition the learning level that can be attained as a result of an experience of concrete change. However, it is true that companies which have experienced changes in which a high level of learning has been achieved have adapted their management systems more according to what theorists deem appropriate to help future learning.

Originality/value

The research carried out allows a better practical knowledge of the existing relationship between management systems, change processes, and levels of organizational learning.

Details

The Learning Organization, vol. 13 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/09696470610679974
ISSN: 0969-6474

Keywords

  • Learning
  • Learning organizations
  • Change management
  • Spain

To view the access options for this content please click here
Article
Publication date: 3 November 2014

Triple-loop learning and conversing with reality

Martin Reynolds

Three levels of learning developed by Gregory Bateson in the tradition of second-order cybernetics have in-part been translated in terms of double-loop and triple-loop…

HTML
PDF (386 KB)

Abstract

Purpose

Three levels of learning developed by Gregory Bateson in the tradition of second-order cybernetics have in-part been translated in terms of double-loop and triple-loop learning (TLL), particularly in the tradition of systems thinking. Learning III and TLL have gained less popularity since they deal with less tangible issues regarding virtues of wisdom and justice, respectively. The purpose of this paper is to provide a learning device – the systems thinking in practice (STiP) heuristic – which helps to retrieve the cybernetic concern for wisdom in association with an often forgotten systems concern for real-world power relations.

Design/methodology/approach

Using “conversation” as a metaphor the heuristic is introduced based on three orders of conversation. Drawing on ideas of systemic triangulation, another heuristic device – the systemic triangulator – is used to surface issues of power in the three orders of conversation. Some manifestations in using the STiP heuristic for supporting postgraduate systems learning are demonstrated.

Findings

Some key complementarities between conventionally opaque cybernetic issues of wisdom and systems issues of power are revealed, and used proactively to explore more effective coaching of STiP.

Research limitations/implications

Cybernetics and systems thinking may benefit from being grounded more in understanding, engaging with, and transforming social realities. The heuristics provide practical experiential and meaningful learning through conversation, and more social premium for the study of cybernetics and systems thinking.

Originality/value

The heuristics – STiP, and the systemic triangulator – provides an innovative cyber-systemic space for learning and action.

Details

Kybernetes, vol. 43 no. 9/10
Type: Research Article
DOI: https://doi.org/10.1108/K-07-2014-0158
ISSN: 0368-492X

Keywords

  • Systemic triangulation
  • Systemic triangulator
  • Systems thinking in practice
  • Triple-loop learning

To view the access options for this content please click here
Article
Publication date: 13 June 2016

Measuring supply chain knowledge management (SCKM) performance based on double/triple loop learning principle

Asher Ramish and Haris Aslam

– The purpose of this paper is to propose performance measures for supply chain knowledge management (SCKM) performance.

HTML
PDF (603 KB)

Abstract

Purpose

The purpose of this paper is to propose performance measures for supply chain knowledge management (SCKM) performance.

Design/methodology/approach

This is a conceptual study. State of performance measurement has been analyzed on the basis of a comprehensive review of literature in field of SCKM. Based on principles of double and triple loop learning, performance measures have been identified for measuring the success of KM practices in SCs.

Findings

Principles of double and triple loop learning have been utilized to suggest KPI’s for SCKM performance, i.e. supply chain identity and knowledge supply chain stratum. The relevance and justification of these KPI’s is also discussed.

Research limitations/implications

This study is limited to conceptualized measures for SCKM only. Further research is required to test the benefits of these performance measures based on industry applications.

Practical implications

These proposed KPI’s will facilitate the development of the new processes through re-engineering, i.e. problem identification and then rectification. Further, these KPI’s will provide some essential insights as to how supply chains can develop their performance evaluation systems to become more effective and learning oriented.

Originality/value

This study aims to not only identify the gaps present in the SCKM performance measurement literature but also aims to fill the knowledge gap by suggesting suitable performance metrics.

Details

International Journal of Productivity and Performance Management, vol. 65 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/IJPPM-01-2015-0003
ISSN: 1741-0401

Keywords

  • Performance measurement
  • Supply chain
  • Key indicators
  • KPI
  • Inter-organizational learning
  • Knowledge management
  • Learning
  • Performance measures
  • Supply chain knowledge management
  • Double loop learning
  • Triple loop learning

To view the access options for this content please click here
Article
Publication date: 1 December 2003

Applying triple loop learning to planning electronic trading systems

Patrick Finnegan, Robert D. Galliers and Philip Powell

Previous research has highlighted the need to examine the appropriateness of existing information systems methods in the context of electronic business environments. This…

HTML
PDF (168 KB)

Abstract

Previous research has highlighted the need to examine the appropriateness of existing information systems methods in the context of electronic business environments. This paper argues for a re‐examination of the suitability of current planning practices in light of the complexity of developing electronic business systems. In particular, the paper illustrates that planning and developing business‐to‐business electronic trading systems (ETS) is fraught with difficulties associated with the priorities and power of individual actors in participant organisations. The authors discuss triple loop learning (TLL), an approach that deals with diverse requirements and power issues, and argue that it may assist in overcoming some of the problems identified. The study aims to analyse the theoretical usefulness of the concepts of triple loop learning in the context of planning inter‐organisational ETS. Using the data gathered from case studies of three inter‐organisational networks, the authors argue that approaches associated with TLL can offer insight into managing inter‐organisational systems complexities, and can thereby enhance planning methods for ETS.

Details

Information Technology & People, vol. 16 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/09593840310509662
ISSN: 0959-3845

Keywords

  • Electronic commerce
  • Information systems
  • Design

Access
Only content I have access to
Only Open Access
Year
  • Last week (4)
  • Last month (22)
  • Last 3 months (45)
  • Last 6 months (69)
  • Last 12 months (151)
  • All dates (1079)
Content type
  • Article (847)
  • Book part (166)
  • Earlycite article (55)
  • Case study (11)
1 – 10 of over 1000
Emerald Publishing
  • Opens in new window
  • Opens in new window
  • Opens in new window
  • Opens in new window
© 2021 Emerald Publishing Limited

Services

  • Authors Opens in new window
  • Editors Opens in new window
  • Librarians Opens in new window
  • Researchers Opens in new window
  • Reviewers Opens in new window

About

  • About Emerald Opens in new window
  • Working for Emerald Opens in new window
  • Contact us Opens in new window
  • Publication sitemap

Policies and information

  • Privacy notice
  • Site policies
  • Modern Slavery Act Opens in new window
  • Chair of Trustees governance statement Opens in new window
  • COVID-19 policy Opens in new window
Manage cookies

We’re listening — tell us what you think

  • Something didn’t work…

    Report bugs here

  • All feedback is valuable

    Please share your general feedback

  • Member of Emerald Engage?

    You can join in the discussion by joining the community or logging in here.
    You can also find out more about Emerald Engage.

Join us on our journey

  • Platform update page

    Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

  • Questions & More Information

    Answers to the most commonly asked questions here