Organizational learning, change and power: toward a practice-theory framework

Purpose - The purpose of this research is to investigate the practices of the interim and current CEOs employed in managing a supportive environment conducive for learning as well as sustaining organizational change; and second, to describe the theory of practice guiding their efforts.Design methodo...

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Bibliographic Details
Published in:The learning organization 2006-01, Vol.13 (5), p.495-524
Main Author: Ford, Randal
Format: Article
Language:English
Subjects:
Administration
Change Strategies
Chief executive officers
Decision making
Employee empowerment
Empowerment
Environment
Hospitals
Learning
Management of change
Organization theory
Organizational Change
Organizational Development
Organizational learning
Power
Power Structure
Role Conflict
Self Efficacy
Social Networks
Strategic management
Studies
Theories
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Summary:Purpose - The purpose of this research is to investigate the practices of the interim and current CEOs employed in managing a supportive environment conducive for learning as well as sustaining organizational change; and second, to describe the theory of practice guiding their efforts.Design methodology approach - An action science approach, coupled with the case-study data-gathering method to enable a pragmatic grounding of the change processes and organizational learning.Findings - A theory of practice defined as three process principles of power that aid in managing a supportive environment conducive for learning as well as organizational change.Research limitations implications - The theory of practice set forth combines two advocated views in using power (position power and empowerment) into a framework of reciprocal-relational power. The theory needs to undergo further research to test its applicable knowledge in an action context.Practical implications - Potential guide in helping practitioners in recognizing and implementing processes of reciprocal-relational power to improve organizational learning and the success of change.Originality value - The paper presents a new way to recognize and see reciprocal-relational forces within a cultural-social-political context.
ISSN:0969-6474
1758-7905
DOI:10.1108/09696470610680008