Massey C, Walker R
The Learning Organization, (UK), 1999 Vol 6 No 1
Start page: 38. No of pages: 7

Assesses the role of consultants in organizational learning, focusing on
how they can promote it. Identifies links between organizational learning
and organizational development and training, suggesting that this indicates
the potential of organizational development and training consultants to
contribute to organizational learning. Considers the roles that consultants
and clients can play within a consultancy intervention, and asks if there
are any particular roles that would make organizational learning
interventions more effective. Draws upon two case studies, based on
Australian organizations – the first showing how organizational learning
can emerge as a by-product of a change intervention; the second showing how
organizational learning can be the primary focus of the intervention.
Identifies the factors within the consultancy that influenced
organizational learning, listing these as being the scope of the
assignment, and the role selected by the consultant.

Subject(s): ORGANIZATIONAL LEARNING, CONSULTANTS, ORGANIZATIONAL CHANGE,
ROLES, ORGANIZATIONAL DEVELOPMENT, AUSTRALIA
Database: TMA: Top Management Abstracts HRMA: Human Resource Management
Abstracts
Style: Case study, Theoretical with application in practice
ISSN: 0969-6474. Reference: 28AE635

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