Learning to Change: Organizational Learning and Knowledge Transfer

Learning to Change: Organizational Learning and Knowledge Transfer

Bibliographic Details
Main Author: Kiehl, Janet K.
Language:English
Published: Case Western Reserve University School of Graduate Studies / OhioLINK 2004
Subjects:
LEARNING TO CHANGE
LEARNING
lean
ORGANIZATIONAL LEARNING
Manager
Online Access:http://rave.ohiolink.edu/etdc/view?acc_num=case1080608710
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spelling ndltd-OhioLink-oai-etd.ohiolink.edu-case10806087102021-08-03T05:31:41Z Learning to Change: Organizational Learning and Knowledge Transfer Kiehl, Janet K. LEARNING TO CHANGE LEARNING lean ORGANIZATIONAL LEARNING Manager This qualitative study of organizational learning and transfer of learning in the context of planned organizational change reveals concrete ways that learning occurs and both affects and is affected by the knowledge transfer process. Rigorous application of grounded theory methodology produced a model of learning wherein a) willingness to adapt is antecedent to learning at the organizational level, b) mental maps are influenced by both intrapersonal and interpersonal processes, and c) emotion is as central as cognition relative to the construction of both willingness and mental maps. This interactive, iterative process of assessing, believing in, choosing, and owning the change is called locker room learning to situate its development and enactment in the everydayness of job performance rather than the classroom. Locker room learning emphasizes the social nature of learning while recognizing the technical needs of the change. This case study looked at the process innovation and strategic change of replacing mass production with lean production at a single plant that is part of a global manufacturing firm, primarily through multilevel, multifunction interviews. The knowledge or learning that was developed in this change had the potential to be used in other functions and sites, both within the firm and with supply chain partners. What is most interesting is the relationship discovered between LRL and knowledge management, specifically the knowledge transfer. This relationship is based on the social bonding that developed during the knowledge creation process. The emotional component of the experience of learning creates a bond-ary that both aides and hinders knowledge transfer. This organizational analysis of knowledge transfer of new, novel organizational learning has theoretical, practical and epistemological implications. 2004-03-31 English text Case Western Reserve University School of Graduate Studies / OhioLINK http://rave.ohiolink.edu/etdc/view?acc_num=case1080608710 http://rave.ohiolink.edu/etdc/view?acc_num=case1080608710 unrestricted This thesis or dissertation is protected by copyright: all rights reserved. It may not be copied or redistributed beyond the terms of applicable copyright laws.
collection NDLTD
language English
sources NDLTD
topic LEARNING TO CHANGE
LEARNING
lean
ORGANIZATIONAL LEARNING
Manager
spellingShingle LEARNING TO CHANGE
LEARNING
lean
ORGANIZATIONAL LEARNING
Manager
Kiehl, Janet K.
Learning to Change: Organizational Learning and Knowledge Transfer
author Kiehl, Janet K.
author_facet Kiehl, Janet K.
author_sort Kiehl, Janet K.
title Learning to Change: Organizational Learning and Knowledge Transfer
title_short Learning to Change: Organizational Learning and Knowledge Transfer
title_full Learning to Change: Organizational Learning and Knowledge Transfer
title_fullStr Learning to Change: Organizational Learning and Knowledge Transfer
title_full_unstemmed Learning to Change: Organizational Learning and Knowledge Transfer
title_sort learning to change: organizational learning and knowledge transfer
publisher Case Western Reserve University School of Graduate Studies / OhioLINK
publishDate 2004
url http://rave.ohiolink.edu/etdc/view?acc_num=case1080608710
work_keys_str_mv AT kiehljanetk learningtochangeorganizationallearningandknowledgetransfer
_version_ 1719421328880041984

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