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dc.contributor.authorBorge, Baard Herman
dc.contributor.authorFilstad, Cathrine
dc.contributor.authorOlsen, Trude Høgvold
dc.contributor.authorSkogmo, Per Øyvind
dc.date.accessioned2018-09-25T12:54:44Z
dc.date.available2018-09-25T12:54:44Z
dc.date.issued2018
dc.description.abstract<p><i>Purpose</i>: This study aims to explore whether hierarchical position and organizational size affect perceptions of a learning organization (LO) during reform implementation.</p> <p><i>Design/methodology/approach</i>: An electronic survey was distributed in four Norwegian police districts at an early stage of reform implementation. One of the objectives of the reform was to develop the police toward being more knowledge-based, and there had been specific calls for the police to become a LO. The 753 respondents were top managers, middle managers and employees.</p> <p><i>Findings</i>: Respondents rated their organizations lower than benchmark scores on supportive learning environment, learning processes and practices and leadership that reinforces learning. The perceptions diverged across hierarchical levels: middle managers and top managers gave higher scores to the organization as a learning one than employees did. Respondents from large police districts gave higher scores to their organizational units as LOs than respondents from small police districts.</p> <p><i>Research limitations/implications</i>: The study captures perceptions of characteristics of a LO at one point in reform implementation, and further studies are needed to fully understand explanations of diverging views within an organization as to whether it can be characterized as a LO.</p> <p><i>Practical implications</i>: Actual differences in local learning practices or different assessments of learning practices within the organization should be considered when developing LOs.</p> <p><i>Originality/value</i>; The study contributes to our knowledge of LOs by showing diverging views within the same organization in a context of reform implementation.en_US
dc.descriptionAn edited version of this paper was published by AGU. Copyright (2018) American Geophysical Union. Borge, B.H., Filstad, C., Olsen, T.H. & Skogmo, P.Ø, (2018). Diverging assessments of learning organizations during reform implementation. <i>Learning Organization</i>. https://doi.org/10.1108/TLO-02-2018-0024. To view the published open abstract, go to <a href=https://doi.org/10.1108/TLO-02-2018-0024> https://doi.org/10.1108/TLO-02-2018-0024</a>.en_US
dc.identifier.cristinIDFRIDAID 1611491
dc.identifier.doi10.1108/TLO-02-2018-0024
dc.identifier.issn0969-6474
dc.identifier.issn1758-7905
dc.identifier.urihttps://hdl.handle.net/10037/13864
dc.language.isoengen_US
dc.publisherEmeralden_US
dc.relation.journalLearning Organization
dc.relation.urihttp://hdl.handle.net/11250/2563618
dc.rights.accessRightsopenAccessen_US
dc.subjectVDP::Samfunnsvitenskap: 200::Økonomi: 210en_US
dc.subjectVDP::Social science: 200::Economics: 210en_US
dc.titleDiverging assessments of learning organizations during reform implementationen_US
dc.typeJournal articleen_US
dc.typeTidsskriftartikkelen_US
dc.typePeer revieweden_US


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