Abstract
Abstract : The objective of this research was an exploratory one. Close observations of a team faced with a complex and prolonged task in a management simulation exercise resulted in comprehensive discussions of how organizations learn. Each of these discussions lacked coverage for some of the things that had been observed in the game; however, a synthesis was proposed which makes learning in organization a product of different kinds of stress. It presumes that organizational learning is sporadic and step-wise rather than continuous and gradual and that learning what preferences and goals are goes hand-in-hand with learning how to achieve them. It postulates separate mechanisms to control adaptation of the organization as a total system. Links are also proposed to show how the interactions between subsystem and total-system adaptation determine the overall course of organizational learning and development. (Author)
Keywords
Adaptation (eye)Knowledge managementOrganizational learningTask (project management)PsychologyExploratory researchControl (management)Learning organizationComputer scienceManagementSociologyArtificial intelligenceSocial science
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Publication Info
- Year
- 1965
- Type
- article
- Volume
- 10
- Issue
- 2
- Pages
- 175-175
- Citations
- 481
- Access
- Closed
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Cite This
Vincent E. Cangelosi,
William R. Dill
(1965).
Organizational Learning: Observations Toward a Theory.
Administrative Science Quarterly
, 10
(2)
, 175-175.
https://doi.org/10.2307/2391412
Identifiers
- DOI
- 10.2307/2391412