The discourse of success and failure in organisational learning
J. Betts, P. Clarke, S. Clegg, Uk
International Journal of Human Resources Development and Management, 2002, vol. 2, issue 1/2, 97-112
In this paper, we argue that there are two dominant paradigms or ideal types in organisational learning cultures, each constituted by different discourses. The first paradigm characterises a discourse of "failure", exemplified by conformity and prescription. The second, competing paradigm is one that is characterised by the discourse of "success". This is a transformational paradigm. It is loosely organised around what can be done to grow, improve and change the situation. We use case study material created using a generative methodology to exemplify our arguments. The case study material is drawn specifically from the public sector in the UK and the changes we describe have features unique to the Anglophone world. However, we would suggest that the broader ramifications of our model reflect real processes that have international significance.
Keywords: organisational learning; community of practice; organisational culture; local government; school improvement; continuing professional development. (search for similar items in EconPapers)
References: Add references at CitEc
Citations Track citations by RSS feed
Downloads: (external link)
Access to full text is restricted to subscribers.
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:2:y:2002:i:1/2:p:97-112
Access Statistics for this article
More articles in International Journal of Human Resources Development and Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Carmel O'Grady ().