Diverging Assessments of Learning Organizations during Reform Implementation

Autor/inn/en	Borge, Baard H.; Filstad, Cathrine; Olsen, Trude Høgvold; Skogmo, Per Øyvind
Titel	Diverging Assessments of Learning Organizations during Reform Implementation
Quelle	In: Learning Organization, 25 (2018) 6, S.399-409 (11 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0969-6474
DOI	10.1108/TLO-02-2018-0024
Schlagwörter	Organizational Culture; Learning; Educational Change; Program Implementation; Organization Size (Groups); Employees; Foreign Countries; Police; Organizational Development; Administrators; Middle Management; Norway + Suchen Sie Ihr Suchwort? Unternehmenskultur; Lernen; Bildungsreform; Organization size; Unternehmensgröße; Employee; Arbeitnehmer; Beschäftigter; Ausland; Organisationsentwicklung; Mittlere Führungskraft; Norwegen
Abstract	Purpose: This study aims to explore whether hierarchical position and organizational size affect perceptions of a learning organization (LO) during reform implementation. Design/methodology/approach: An electronic survey was distributed in four Norwegian police districts at an early stage of reform implementation. One of the objectives of the reform was to develop the police toward being more knowledge-based, and there had been specific calls for the police to become a LO. The 753 respondents were top managers, middle managers and employees. Findings: Respondents rated their organizations lower than benchmark scores on supportive learning environment, learning processes and practices and leadership that reinforces learning. The perceptions diverged across hierarchical levels: middle managers and top managers gave higher scores to the organization as a learning one than employees did. Respondents from large police districts gave higher scores to their organizational units as LOs than respondents from small police districts. Research limitations/implications: The study captures perceptions of characteristics of a LO at one point in reform implementation, and further studies are needed to fully understand explanations of diverging views within an organization as to whether it can be characterized as a LO. Practical implications: Actual differences in local learning practices or different assessments of learning practices within the organization should be considered when developing LOs. Originality/value: The study contributes to our knowledge of LOs by showing diverging views within the same organization in a context of reform implementation. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01