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Power, control and organisational learning

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  • Filion, Normand
  • Rudolph, Hedwig

Abstract

A review of managerial literature highlights the crucial importance of shared culture and common schemes of interpretation in organisational learning. The interpretative and sensemaking approaches of organisational learning insert themselves deeply in the process of the construction of social uniformity and cognitive homogeneity. Individual learning, culture, beliefs and rationality - the shared mental models - are the targets of confirmation processes. Thus, this specific kind of organisational learning cannot be considered as normatively neutral, but as a political process. A case study of a bank illustrates that organisational learning can be based on a structured social construction of cognitive homogeneity which generates an increase of control and enhances power of the management by reinforcing the legitimacy of decisions. However, this case study also shows that learning and non-learning are the two faces of the same process or, in other words, that organisational learning can produce unawareness and unintentional nonlearning by too much cultural uniformity.

Suggested Citation

  • Filion, Normand & Rudolph, Hedwig, 1999. "Power, control and organisational learning," Discussion Papers, Research Unit: Organization and Employment FS I 99-104, WZB Berlin Social Science Center.
  • Handle: RePEc:zbw:wzboem:fsi99104
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    1. Senge, Peter M. & Sterman, John D., 1992. "Systems thinking and organizational learning: Acting locally and thinking globally in the organization of the future," European Journal of Operational Research, Elsevier, vol. 59(1), pages 137-150, May.
    2. Michael A. Diamond, 1986. "Resistance To Change: A Psychoanalytic Critique Of Argyris And Schon'S Contributions To Organization Theory And Intervention," Journal of Management Studies, Wiley Blackwell, vol. 23(5), pages 543-562, September.
    3. Barbara Townley, 1993. "Performance Appraisal And The Emergence Of Management," Journal of Management Studies, Wiley Blackwell, vol. 30(2), pages 221-238, March.
    4. Hugh C. Willmott, 1984. "Images And Ideals Of Managerial Work: A Critical Examination Of Conceptual And Empirical Accounts," Journal of Management Studies, Wiley Blackwell, vol. 21(3), pages 349-368, July.
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    Cited by:

    1. Barnat, Miriam, 2005. "Lernen und Macht in einer Non-Profit Organisation," Discussion Papers, Research Unit: Innovation and Organization SP III 2005-103, WZB Berlin Social Science Center.

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