Massey C, Walker RThe 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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