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Organisational Change through Collaborative Learning in a Network Form

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  • Sajda Qureshi

    (Erasmus University of Rotterdam)

Abstract

In view of the changing nature of organisations, their structures and processes, managing organisational change is seen to be an ongoing challenge. In this paper, organisational learning is considered to be a potent force that drives organisational change. The use of an electronic group communication system supporting a distributed work process is explored in a network form of organisation. Following an analysis of the patterns of behaviour that occur within an evolving electronic social space, this paper concludes with a discussion of the implications for managing change through learning in a network form of organisation.

Suggested Citation

  • Sajda Qureshi, 2000. "Organisational Change through Collaborative Learning in a Network Form," Group Decision and Negotiation, Springer, vol. 9(2), pages 129-147, March.
    • Handle: RePEc:spr:grdene:v:9:y:2000:i:2:d:10.1023_a:1008754621165
    DOI: 10.1023/A:1008754621165
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    References listed on IDEAS

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    Cited by:

    1. Fran Ackermann & L. Alberto Franco & Brent Gallupe & Michael Parent, 2005. "GSS for Multi-Organizational Collaboration: Reflections on Process and Content," Group Decision and Negotiation, Springer, vol. 14(4), pages 307-331, July.
    2. Ofrit Lesser & Lihi Naamani-Dery & Meir Kalech & Yuval Elovici, 2017. "Group Decision Support for Leisure Activities Using Voting and Social Networks," Group Decision and Negotiation, Springer, vol. 26(3), pages 473-494, May.
    3. Jaco Appelman & Etiënne Rouwette & Sajda Qureshi, 2002. "The Dynamics of Negotiation in a Global Inter-Organizational Network: Findings from the Air Transport and Travel Industry," Group Decision and Negotiation, Springer, vol. 11(2), pages 145-164, March.

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