This chapter introduces readers to the broader network of strategies to which action learning may be considered an important hub. For very pragmatic purposes, action learning, according to the author, needs to link with its natural cousins, referred to as ‘action modalities.’ After providing...

Parliamentary institutions and partisan norms are complex, and new members of parliament are unlikely to possess an innate awareness of optimal behavior. This paper examines how new legislators adopt the behavioral patterns of incumbent members in the 6th European Parliament. The 6th EP provides...

Prevailing views about what constitutes organisational knowledge need to be systematically evaluated at deep epistemological levels. We argue there is a need is to establish a new paradigm comprising of both a theoretical and an ontological foundation for thinking about knowledge epistemologies....

If knowledge management is to be more than an art, it needs to be based on a sound epistemology and understanding of organizations. We present a paradigm and an ontology of organizational knowledge based on Karl Popper’s 1972 and later works on evolutionary epistemology, Maturana and...

The purpose of this chapter is to contribute to knowledge management theory and to provide a practical approach for managing information technology repositories. This study investigates how knowledge is stored and retrieved in a professional setting and contributes to define a comprehensive...

Knowledge-based communities are important but poorly understood systems for helping enterprises maintain their organizational integrity and address organizational imperatives. Based on an autopoietic theory of organization, we examine the emergence and development of knowledge-based communities...

We investigate the organizational pursuit of seemingly impossible goals - commonly known as stretch goals. Building from our analysis of the mechanisms through which stretch goals could influence organizational learning and performance, we offer a contingency framework evaluating which...

James G. March conceived organizational learning as a balance between the exploration of new alternatives and the exploitation of existing competencies in an organization. This study extends March's model to consider exploration and exploitation in a hierarchical organization. First, the effect...

The focus of this article is organizational learning in Dutch governmental agencies in relation to evaluation studies of the Court of Audit. A theory is developed in which the impact of evaluation is related to institutional conditions, such as - formal arrangements and normative frameworks....

This research presents the results of an inductive comparative case study of how exploratory and exploitative market learning is balanced during the development of eight discontinuous new product development projects in six different business units of different multinationals in the chemical...