Action learning as leverage for strategic transformation: a case study reflection
| Autor: | Suzanne O'Hara, Lily Murphy, Steve Reeve |
|---|---|
| Rok vydání: | 2007 |
| Předmět: |
Process management
Management development business.industry media_common.quotation_subject Capacity building General Business Management and Accounting Intervention (law) Transformational leadership Organization development Organizational learning Psychological resilience Marketing Psychology business Action learning Finance media_common |
| Zdroj: | Strategic Change. 16:177-190 |
| ISSN: | 1099-1697 1086-1718 |
| Popis: | This paper assesses the impact of an innovative large-scale action learning intervention on organizational development. It attempts to evaluate the degree of transformational change and resilience through capacity building which resulted following the intervention. It is important to note that the original specification for the intervention work did not delineate nor expect transformational change at an organizational level, but rather development and improved management capacity at an individual level. Our reflection on the research findings carried out as evaluative indicators, indicated that work undertaken as part of the intervention developed managers who thought and acted differently but also developed the organization's capacity to meet future external challenges. The paper addresses the question of how the results of the action learning intervention might generate significant organizational change. It concludes by considering the relationship of management development to organizational development and corporate transformation. Suggestions are offered about what is needed if organizational transformation is a stated aim for interventions specifically using action learning. Copyright © 2007 John Wiley & Sons, Ltd. |
| Databáze: | OpenAIRE |
| Externí odkaz: |
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