 Learning Processes and Social Implications in Family OrganizationsMaria Rosaria Della Peruta ()
Chapter Chapter 3 in Knowledge and the Family Business, 2011, pp 47-72 from Springer Abstract: Abstract This chapter proposes to answer important questions: (1) how do institutionally constrained individuals recognise a need for change and decide to act upon this need, i.e. how does the decision for intervention materialise; (2) how do these individuals give form to institutional change, i.e. how do individuals actually intervene in particular institutions which are constituted by (accounting) rules and routines; (3) how does institutional overlap between family and firm generate conflicts in the organization, i.e. how may conflicts and learning require changes in the ways individuals and groups understand themselves and relate to the family organization as a whole; (4) how do limits of rule-based learning manifest themselves, i.e. how the same mechanisms of organizational learning and rule following that lead to improvements could also destroy. Keywords: Family Firm; Organizational Learning; Family Business; Organizational Member; Social Identity Theory (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:innchp:978-1-4419-7353-5_3 Ordering information: This item can be ordered from DOI: 10.1007/978-1-4419-7353-5_3 Access Statistics for this chapter More chapters in Innovation, Technology, and Knowledge Management from Springer |
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