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ERIC Number: EJ873292
Record Type: Journal
Publication Date: 2006
Pages: 30
Abstractor: As Provided
Reference Count: 0
ISSN: ISSN-0969-6474
Organizational Learning, Change and Power: Toward a Practice-Theory Framework
Ford, Randal
Learning Organization, v13 n5 p495-524 2006
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.
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Publication Type: Journal Articles; Reports - Research
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A