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Article
Publication date: 1 October 1996

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

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14461

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
ISSN: 0368-492X

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Article
Publication date: 19 April 2011

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…

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1815

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
ISSN: 0969-6474

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Article
Publication date: 14 May 2018

Robert L. Flood and Norma R.A. Romm

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

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1422

Abstract

Purpose

The purpose of the paper is to introduce a systemic approach to organizational learningtriple 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.

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Article
Publication date: 13 June 2016

Asher Ramish and Haris Aslam

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

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1819

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.

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Article
Publication date: 26 August 2021

Suchitra Ajgaonkar, Netra Neelam, Abhishek Behl, Le Trung Dao and Le Dang Lang

This research examines the effects of the context on the relationship between work design, learning mechanism and total quality management (TQM). The exploratory study…

Abstract

Purpose

This research examines the effects of the context on the relationship between work design, learning mechanism and total quality management (TQM). The exploratory study examines the differential effects in context on how human resources and their activities are strategically managed for achieving TQM. Two theoretical frameworks – activity theory and contextual learning theory – are concurrently used for analysis. Specifically, the manufacturing companies, the authors examine are (1) technology-intensive company which has bought technology from a global foreign establishment (MU1), (2) technology-intensive companies having their own technology (MU2) and (3) labor-intensive units (MU3) of varying organizational sizes.

Design/methodology/approach

This case study-based research consists of 27 in-depth interviews with managers and employees of different hierarchies in each manufacturing unit. The authors interviewed them using semi-structured questions that were pre-validated by five senior HR experts from the manufacturing industry. Document analysis, multiple site visits and website content helped triangulation. The data are coded and analyzed using Dedoose software for qualitative research.

Findings

Activity diagrams for each manufacturing unit provides task and interaction analysis. Within and cross-case analysis address complexity and challenges of contextual reality, influences on work design and learning mechanism. HRD executives must recognize that there may be well-differentiated learning behaviors that align with organizational strategy. The learning behaviors may not be well-differentiated and become very dynamic. This dynamism may be characterized by double loop and single-loop learning feeding into each other.

Practical implications

This study provides substantial practical implications for HRD and other managers in the manufacturing sector.

Originality/value

The new theoretical framework adds to organizational behavior studies through multi-level and cross-contextual approach. It informs strategic combinations and interactions between internal and external context, and learning needs implicating work design and TQM.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 1 December 2002

Roland Yeo

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

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4155

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
ISSN: 1352-7592

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Article
Publication date: 1 September 2006

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…

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2168

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
ISSN: 0969-6474

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Article
Publication date: 2 May 2017

Patrik Nordin, Anna-Aurora Kork and Inka Koskela

The purpose of this paper is to shed light on the potential of organizational learning for developing effectiveness of care. Value-based healthcare measurement recognizes…

Abstract

Purpose

The purpose of this paper is to shed light on the potential of organizational learning for developing effectiveness of care. Value-based healthcare measurement recognizes patient value as a driver for improving health outcomes at the societal and individual levels. By using the action learning method, this paper examines the phases of organizational learning in a private healthcare organization that has developed a novel Big Data screening tool for the treatment of patients with type 2 diabetes mellitus (DM2).

Design/methodology/approach

Relying on triple-loop learning as a conceptual framework and by applying the action learning method to case study design, this paper illustrates the phases of organizational learning and efforts to utilize value-based measurement in healthcare.

Findings

The case organization was able to identify patients at risk and to improve their care balance. Although the results for the measurement of patient outcomes led to questioning of previous care processes and practices in the organization, increasing value for all stakeholders by incorporating social needs to business opportunities remains under process.

Originality/value

With the focus on organizational learning and organizational value creation processes, this paper demonstrates incorporation of measuring patient outcomes in re-structuring care processes, enhancing organizational performance and improving effectiveness as well as quality of care.

Details

Leadership in Health Services, vol. 30 no. 2
Type: Research Article
ISSN: 1751-1879

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Article
Publication date: 8 April 2014

Caroline Rowland and Roger Hall

The purpose of this paper is to explore the extent to which organizational learning is recognized through performance management systems as contributing to organizational…

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13477

Abstract

Purpose

The purpose of this paper is to explore the extent to which organizational learning is recognized through performance management systems as contributing to organizational effectiveness and competitive advantage.

Design/methodology/approach

It reviews several pieces of research, employing a wide range of methods, including: content analysis of managers’ reflections; questionnaires completed by managers and mentors; a large-scale survey involving ethnography, interviews and questionnaires; and analysis of documents from professional bodies and management delivery centres.

Findings

Genuine integration of individual and organizational goals or transfer of learning from the individual to the organization is not evident. Few qualitative measures of organizational performance are employed. The impact of metrics such as IIP or EFQM on organizational effectiveness is nor discernible. Management learning and development is rarely measured even when it is encouraged by the organization. There is a clear divide between research, teaching and learning and workplace practice. Performance management systems create perceptions of unreliability and inequity.

Research limitations/implications

Espousing the value of learning and learning to learn, measuring them accurately and rewarding them with meaningful changes to working life can only improve organizational effectiveness. Research into the few organizations that have successfully embraced triple loop learning in their development of managers may offer a template for transformational learning to sustain competitive advantage.

Originality/value

Management development processes have been successful in developing individuals but less successful in achieving organizational development. This paper offers new insights into that gap and the omissions in the metrics by which performance is measured.

Details

Journal of Management Development, vol. 33 no. 4
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 2 October 2018

Robert L. Flood and Norma R.A. Romm

The purpose of this paper is to give practical insights into the systemic approach to organizational learningtriple loop learning” (TLL; introduced in Part I) by…

Abstract

Purpose

The purpose of this paper is to give practical insights into the systemic approach to organizational learningtriple loop learning” (TLL; introduced in Part I) by reflecting on a facilitated research-and-intervention undertaken in South Africa as part of the “500 Schools Project”.

Design/methodology/approach

The authors reflect on one of the many researcher-assisted interventions in the “500 Schools Project” by retrospectively reflecting on the case through the principles of TLL.

Findings

The authors show that researcher-assisted intervention can be genuinely transformative given two conditions: The principles of TLL are embraced, and researchers are committed to such principles and passionate about social transformation. In particular, the case study illustrates how we might address processes of power in processes of design and in processes of debate. The focus on power arguably helped to shift “power over” (power as domination) to “power to” enact empowering designs, “power to” co-develop responsible decision-making and “power to” transform relations with each other and with life on Earth.

Originality/value

The authors introduce an original approach to TLL that directly addresses issues relating to processes of power. The value of the TLL is that it encourages researchers, learning facilitators and practitioners of the learning organization to engage with processes of power without neglecting other important organizational and environmental issues.

1 – 10 of 258