Action and organizational learning in an elevator company

The Learning Organization

Volumn 13, Issue 3, 2006, Pages 204-214

  Ivo, Loo ^a  

^a OPEN UNIVERSITY OF THE NETHERLANDS   (Netherlands)

Author keywords

Action learning; Control; Learning organizations; The Netherlands

Indexed keywords

EID: 33646048000     PISSN: 09696474     EISSN: 1758905     Source Type: Journal    
DOI: 10.1108/09696470610661081     Document Type: Article

References (34)

1. Abernethy, M.A. and Brownell, P. (1999), “The role of budgets in organizations facing strategic change: an exploratory study”, Accounting, Organizations and Society, Vol. 24, pp. 189-204.
2. Anthony, R.N. (1965), Planning and Control Systems: A Framework for Analysis, Harvard University, Boston, MA.
3. Bisbe, J. and Otley, D. (2004), “The effects of the interactive use of management control systems on product innovation”, Accounting, Organizations and Society, Vol. 29, pp. 709-37.
4. Boddy, D. (1979), “Some lessons from an action learning program”, Journal of European Industrial Training, Vol. 3, pp. 17-21.
5. Boshyk, Y. (Ed.) (2000), Business Driven Action Learning: Global Best Practices, Macmillan Press, Basingstoke.
6. Boshyk, Y. (Ed.) (2002), Action Learning Worldwide: Experiences of Leadership and Organizational Development, Palgrave Macmillan, New York, NY.
7. Burns, J. and Scapens, R.W. (2000), “Conceptualizing management accounting change: an institutional framework”, Management Accounting Research, Vol. 11, pp. 3-25.
8. Conger, J. and Toegel, G. (2003), “Action learning and multi-rater feedback as leadership development interventions: popular but poorly deployed”, Journal of Change Management, Vol. 3, pp. 332-48.
9. Davila, T. (2000), “An empirical study on the drivers of management control systems' design in new product development”, Accounting, Organizations and Society, Vol. 25, pp. 383-409.
10. De Loo, I. (2002), “The troublesome relationship between action learning and organizational growth”, Journal of Workplace Learning, Vol. 14, pp. 245-55.
11. De Loo, I. and Verstegen, B. (2001), “New thoughts on action learning”, Journal of European Industrial Training, Vol. 25, pp. 195-204.
12. Denzin, N.K. (1970), The Research Act: A Theoretical Introduction to Sociological Methods, Aldine Publishing Company, Chicago, IL.
13. Dilworth, R.L. (1998), “Action learning in a nutshell”, Performance Improvement Quarterly, Vol. 11, pp. 28-43.
14. Donnenberg, O. and De Loo, I. (2004), “Facilitating organizational development through action learning – some practical and theoretical considerations”, Action Learning: Research and Practice, Vol. 1, pp. 167-84.
15. Emmanuel, C., Otley, D. and Merchant, K. (1990), Accounting for Management Control, 2nd ed., Chapmann and Hall, London.
16. Garvin, D.A. (1994), “Building a learning organization”, Business Credit, Vol. 96 No. 1, pp. 19-28.
17. Hofstede, G. (1981), “Management control of public and not-for-profit activities”, Accounting, Organizations and Society, Vol. 6, pp. 193-211.
18. Huber, G.P. (1991), “Organizational learning: the contributing processes and the literatures”, Organizational Science, Vol. 2, pp. 88-115.
19. McLaughlin, H. and Thorpe, R. (1993), “Action learning – a paradigm in emergence: the problems facing a challenge to traditional management education and development”, British Journal of Management, Vol. 4, pp. 19-27.
20. Machin, J.L.J. (1980), The Expectations Approach: Improving Managerial Communication and Performance, McGraw-Hill Book Company, London.
21. Marsick, V.J. and Watkins, K.E. (1999), Facilitating Learning Organisations: Making Learning Count, Gower Press, Aldershot.
22. Mumford, A. (1994), “A review of action learning literature”, Management Bibliographies & Reviews, Vol. 20 Nos 6 / 7, pp. 2-16.
23. Mumford, A. (1995), “Learning in action”, Industrial & Commercial Training, Vol. 27 No. 8, pp. 36-40.
24. Parkes, D. (1998), “Action learning: business applications in North America”, Journal of Workplace Learning, Vol. 10, pp. 165-8.
25. Pedler, M. (Ed.) (1997), “What do we mean by action learning?”, Action Learning in Practice, 3rd ed., Gower, Aldershot, pp. 61-76.
26. Revans, R.W. (1971), Developing Effective Managers, Praeger Publishers, New York, NY.
27. Revans, R.W. (1982), The Origins and Growth of Action Learning, Chartwell-Bratt, Bromley.
28. Revans, R.W. (1998), ABC of Action Learning, 3rd ed., Lemos & Crane, London.
29. Simons, R. (1995), “Control in an age of empowerment”, Harvard Business Review, Vol. 73, pp. 80-88.
30. Tsang, E.W.K. (1997), “Organizational learning and the learning organization: a dichotomy between descriptive and prescriptive research”, Human Relations, Vol. 50, pp. 73-89.
31. Wallace, M. (1990), “Can action learning live up to its reputation?”, Management Education and Development, Vol. 21, pp. 89-103.
32. Weinstein, K. (1999), Action Learning: A Practical Guide, 2nd ed., Gower Publishing Limited, Aldershot.
33. Weinstein, K. (2002), “Action learning: the classic approach”, in Boshyk, Y. (Ed.), Action Learning Worldwide: Experiences of Leadership and Organizational Development, Palgrave Macmillan, New York, NY, pp. 3-18.
34. Wildavsky, A. (1986), Budgeting: A Comparative Theory of Budgetary Processes, 2nd ed., Transaction Books, New Brunswick, NJ.