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Sensing Organizaional Limits to Learning
Mälardalen University, School of Business, Society and Engineering. (IEO)ORCID iD: 0000-0002-3761-8117
School of Management, University of Bath, UK.
2008 (English)Conference paper, Presentation (Other academic)
Abstract [en]

This paper addresses organizational limits to learning within a project intensive organization. The idea of 'learning inaction' (the organizational dynamics that underpin a failure to act) is used as a conceptual frame. Our analysis of three case examples from MillCorp, a project intensive firm, revealed three organizational limits to learning. First, underlying anxieties prompt an over-reliance on action. Second, politics in MillCorp make knowledge transfer problematic. Third, inaction is sustained because what managers see as essential, workers see as unworkable. Our conclusion is that organizational limits to learning in MillCorp are recreated in relation to the politics of inaction.

Place, publisher, year, edition, pages
National Category
Economics and Business Business Administration
Research subject
Industrial Economics and Organisations
URN: urn:nbn:se:mdh:diva-22985OAI: diva2:666930
International Conference on Organizational Learning, Knowledge and Capabilities (OLKC), April 28-30, Copenhagen, Denmark.
Available from: 2013-11-25 Created: 2013-11-25 Last updated: 2013-12-17Bibliographically approved

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fulltext(68 kB)104 downloads
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Maaninen-Olsson, Eva
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