Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/20536
Title: From driving to learning : the organizational learning process
Authors: Law, KMY
Keywords: Couplings
Employment
Face
Heart
Humans
Industrial engineering
Manufacturing processes
Organizational learning, high-tech manufacturing, organizational learning process, case study
Issue Date: 2009
Source: IEEE Engineering management review, 2009, v. 37, no. 1, p. 66-79 How to cite?
Journal: IEEE Engineering management review 
Abstract: Organizational learning (OL) has been considered to be an effective developmental initiative in organizations that have a mission to develop, to sustain and to advance. There is a wide range of beliefs of thinking about what organizational learning is, how it occurs, and how it is applied and how it influences organizational development. Different perspectives are used to study OL by researchers from different disciplines. There is no clear and widely accepted depiction of the linkage between OL and its enabling factors. Such a comprehensive concept covering so many aspects is difficult to achieve. The authors introduce a variant of a classic approach to analyze the OL process-the DELO (Driving-Enabling-Learning-Outcome) model, by describing OL as a continuous process. The model not only describes OL as a continuous goal-driven process, but also allows the picturing of the relationships with various influencing factors and facilitating effect of the of an OL framework.
URI: http://hdl.handle.net/10397/20536
ISSN: 0360-8581
DOI: 10.1109/EMR.2008.2012087
Appears in Collections:Journal/Magazine Article

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