The local and variegated nature of learning in organizations: Aa group-level perspective

• 成果类型: Article
• 署名作者: Edmondson, AC
• 署名单位: Harvard University
• 刊物名称: ORGANIZATION SCIENCE
• ISSN/ISSBN: 1047-7039
• DOI: 10.1287/orsc.13.2.128.530
• 发表日期: 2002
• 页码: 128-146
• 关键词: organizational learning; team learning; PSYCHOLOGICAL SAFETY; meso-level research

摘要

This paper considers the role of team learning in organizational learning. I propose that a group-level perspective provides new insight into how organizational learning is impeded, hindering effective change in response to external pressures. In contrast to previous theoretical perspectives, I suggest that organizational learning is local, interpersonal, and variegated. I present data from an exploratory study of learning processes in 12 organizational teams engaged in activities ranging from strategic planning to hands-on manufacturing of products. These qualitative data are used to investigate two components of the collective learning process-reflection to gain insight and action to produce change-and to explore how teams allow an organization to engage in both radical and incremental learning, as needed in a changing and competitive environment. I find that team members' perceptions of power and interpersonal risk affect the quality of team reflection, which has implications for their team's and their organization's ability to change.