Liberating Murphy's Law: Learning from change

Industrial and Commercial Training

Volumn 41, Issue 2, 2009, Pages 67-74

  Yeo, Roland K ^a  

^a KING FAHD UNIVERSITY OF PETROLEUM AND MINERALS   (Saudi Arabia)

Author keywords

Change management; Leadership; Learning organizations; Management strategy

Indexed keywords

EID: 68149086426     PISSN: 00197858     EISSN: None     Source Type: Journal    
DOI: 10.1108/00197850910939090     Document Type: Article

References (11)

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3. Braham, B.J. (1996), Creating a Learning Organization, Kogan Page, London.
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5. Garratt, B. (1990), Creating a Learning Organization: A Guide to Leadership, Learning and Development, Director Books, London.
6. Senge, P.M. (1990), The Fifth Discipline: The Art and Practice of the Learning Organization, Century Business, London.
7. Simpson, P., French, R. and Vince, R. (2000), “The upside of the downside: how utilizing defensive dynamics can support learning in groups”, Management Learning, Vol. 31 No. 4, pp. 457-70.
8. Watkins, K. and Marsick, V. (1993), Sculpting the Learning Organization: Lessons for the Learning Organization, Jossey-Bass, San Francisco, CA.
9. Gherardi, S. (2001), “From organizational learning to practice-based learning”, Human Relations, Vol. 54 No. 1, pp. 131-9.
10. Gold, J., Thorpe, R., Woodall, J. and Sadler-Smith, E. (2007), “Continuing professional development in the legal profession: a practice-based learning perspective”, Management Learning, Vol. 38 No. 2, pp. 235-50.
11. Prenkert, F. (2006), “A theory of organizing informed by activity theory: the locus of paradox, sources of change, and challenge to management”, Journal of Organizational Change Management., Vol. 19 No. 4, pp. 471-90.