The link between self-managed work teams and learning organisations using performance indicators

The Learning Organization

Volumn 11, Issue 3, 2004, Pages 244-259

  Power, Joe ^a   Waddell, Di ^a  

^a EDITH COWAN UNIVERSITY   (Australia)

Author keywords

Learning organizations; Self managing teams; Team performance

Indexed keywords

EID: 84992948059     PISSN: 09696474     EISSN: 1758905     Source Type: Journal    
DOI: 10.1108/09696470410533003     Document Type: Article

References (39)

1. Ancona, D. and Caldwell, D. (1992), “Bridging the boundary: external activity and performance in organizational teams”, Administrative Science Quarterly, Vol. 37 No. 4, pp. 634-655.
2. Anderson, V. and Boocock, G. (2002), “Small firms and internationalisation: learning to manage and managing to learn”, Human Resource Management Journal, Vol. 12 No. 3, pp. 5-24.
3. Blewett, V. and Shaw, A. (1995), “Integrating OHS through self-managed work teams”, Journal of Occupational Health and Safety, Vol. 11 No. 1, pp. 15-19.
4. Bontis, N., Crossan, M. and Hulland, J. (2002), “Managing an organizational learning system by aligning stocks and flows”, Journal of Management Studies, Vol. 39 No. 4, pp. 437-469.
5. Brewster, C., Dowling, P., Grobler, P., Holland, P. and Warnick, S. (2000), Contemporary Issues in Human Resource Management: Gaining a Competitive Advantage, Oxford University Press, Cape Town.
6. BRW (2001), “BRW one thousand”, Business Review Weekly, pp. 56-139, 15-21 November.
7. Cappelli, P. and Neumark, D. (2001), “Do “high-performance” work practices improve establishment-level outcomes?”, Industrial and Labor Relations Review, Vol. 54 No. 4, pp. 737-775.
8. Castka, P., Bamber, C., Sharp, J. and Belohoubek, P. (2001), “Factors affecting successful implementation of high performance teams”, Team Performance Management: An International Journal, Vol. 7 No. 8, pp. 123-134.
9. Edmondson, A. (1996), “Learning from mistakes in easier said than done: group and organizational influences on the detection and correction of human error”, Journal of Applied Behavioural Science, Vol. 32 No. 2, pp. 5-28.
10. Edmondson, A. (2002), “The local and variegated nature of learning in organizations: a group-level perspective”, Organization Science, Vol. 13 No. 2, pp. 128-146.
11. Edmondson, A., Bohmer, R. and Pisano, G. (2001), “Disrupted routines: team learning and new technology implementation in hospitals”, Administrative Science Quarterly, Vol. 46, pp. 685-716.
12. Ellinger, A., Ellinger, A., Yang, B. and Howton, S. (2002), “The relationship between the learning organization concept and firms' financial performance: an empirical assessment”, Human Resource Development Quarterly, Vol. 13 No. 1, pp. 5-21.
13. Elmuti, D. (1997), “The perceived impact of team-based management systems on organizational effectiveness”, Team Performance Management, Vol. 3 No. 3, pp. 179-192.
14. Glassop, L. (2002), “The organizational benefits of teams”, Human Relations, Vol. 55 No. 2, pp. 225-249.
15. Godard, J. (2001), “High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work”, Industrial and Labor Relations Review, Vol. 54 No. 4, pp. 776-805.
16. Goh, S. and Richards, G. (1997), “Benchmarking the learning capability of organizations”, European Management Journal, Vol. 15 No. 5, pp. 575-583.
17. Hargadon, A. (1998), “Firms as knowledge brokers: lessons in pursuing continuous innovation”, California Management Review, Vol. 40 No. 3, pp. 209-29, Spring special issue.
18. Isaacs, W. (1993), “Dialogue, collective thinking, and organizational learning”, Organizational Dynamics, Vol. 22 No. 2, pp. 24-39.
19. Kasl, E., Marsick, V. and Dechant, K. (1997), “Teams as learners – a research based model of team learning”, Journal of Applied Behavioural Science, Vol. 33 No. 2, pp. 227-246.
20. Kim, D. (1998), “Crisis construction and organizational learning: capability building in catching-up at Hyundai Motor”, Organization Science, Vol. 9 No. 4, pp. 506-521.
21. Liebeskind, J. (1996), “Knowledge, strategy and the theory of the firm”, Strategic Management Journal, Vol. 17 No. 1, Winter special issue.
22. Manz, C. and Sims, H. (1993), Business without Bosses: How Self-Managing Teams are Building High Performance Companies, Wiley, New York, NY.
23. McGrath, R. (2001), “Exploratory learning, innovative capacity, and managerial oversight”, Academy of Management Journal, Vol. 44 No. 1, pp. 118-131.
24. Metlay, W. and Kaplan, I. (1992), “Characteristics and consequences of self-management”, Proceedings of the 1992 International Conference on Self-Managed Work Teams, Vol. 3, pp. 184-190.
25. Neck, C., Connerley, M. and Manz, C. (1997), “Toward a continuum of self-managing team development”, in Ed. Beyerlein, M., Ed. Johnson, D. and Ed. Beyerlein, S. (Eds), Advances in Interdisciplinary Studies of Work Teams, 4, pp. 193-216.
26. Neuman, W. (1997), Social Research Methods: Qualitative and Quantitative Approaches, 3rd ed., Allen & Bacon, Old Tappan, NJ.
27. Rogers, E., Metlay, W., Kaplan, I. and Shapiro, T. (1995), “Self-managing work teams: do they really work?”, Human Resource Planning, Vol. 18 No. 2, pp. 53-58.
28. Senge, P. (1990), The Fifth Discipline: The Art and Practice of the Learning Organization, Currency/Doubleday, New York, NY.
29. Spreitzer, G. (1995), “Psychological empowerment in the workplace: dimensions, measurement and validation”, Academy of Management Journal, Vol. 38 No. 5, pp. 1442-1465.
30. Spreitzer, G., Cohen, S. and Ledford, G. (1999), “Developing effective self-managing work teams in service organizations”, Group and Organization Management, Vol. 24 No. 3, pp. 340-366.
31. Stata, R. (1989), “Organizational learning – the key to management innovation”, Sloan Management Review, Vol. 30 No. 3, pp. 63-74.
32. Tharenou, P. (2002), Book of Readings, Monash University, Melbourne.
33. Wageman, R. (1997), “Critical success factors for creating superb self-managing teams”, Organizational Dynamics, Vol. 26 No. 1, pp. 49-62.
34. Watkins, K. and Marsick, V. (1992), “Building the learning organization: a new role for human resource developers”, Studies in Continuing Education, Vol. 14 No. 2, pp. 115-129.
35. Watkins, K. and Marsick, V. (1993), Sculpting the Learning Organization, Jossey Bass Publishing, San Francisco, CA.
36. Watkins, K. and Marsick, V. (1996), In Action: Creating the Learning Organization, American Society for Training and Development, Alexandria, VA.
37. Watkins, K. and Marsick, V. (1999), Facilitating Learning Organizations: Making Learning Count, Gower Publishing Limited, Aldershot.
38. Watkins, K., Marsick, V. and O'Neil, J. (1997), Dimensions of the Learning Organization Questionnaire: Participants Guide for Interpreting Results, Partners for the Learning Organization, Warwick.
39. Yang, B., Watkins, K. and Marsick, V. (1998), “Examining the construct validity of the dimensions of the learning organization questionnaire”, in Ed. Torraco, R. (Ed.), Proceedings of the 1998 Annual Academy of Human Resource Development Conference, pp. 83-90.