| LEADER |
02162nam a22001937a 4500 |
| 001 |
0133797 |
| 044 |
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|b السعودية
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| 100 |
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|9 396426
|a Shehata, Gamal Mohamed
|e Author
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| 245 |
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|a Rathinking the Organizational Learning Cycle Model :
|b The Impact of Informal Learning
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| 260 |
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|b جامعة الملك سعود - كلية إدارة الأعمال - الجمعية السعودية للإدارة
|c 2006
|g سبتمبر
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| 300 |
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|a 19 - 37
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| 336 |
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|a بحوث ومقالات
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| 520 |
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|b The intention of this paper is to examine the actual practices of collective learning inside the Boots Company. The management of such company demonstrates an interest in the phenomenon under examination. The collective learning cycle developed by Dixon (1994) is utilized as an analytical tool to investigate these learning practices. The attention is devoted to the context through which organizational learning is developed. According to Dixon (1994), organizations that can create a learning cycle that promotes collective learning will be able to transform themselves in response to an internal need for change and in response to external constraints. This proposition will be analytically verified throughout the course of discussion of this paper. The conceptual trustworthiness of Dixon's (1994) collective learning cycle will be debated in this paper. The tension between formal and informal learning will also be outlined. A qualitative research methodology is used. Data is gathered through in-depth interviews, documentation, and observation. An intense literature review is also conducted to shed more light on the state-of-art of the subject under study as well as to outline major gaps exist in the field of organizational learning. A number of management implications will be identified.
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| 653 |
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|a التفكير الابتكاري
|a النظم التعليمية
|a التعليم غير الرسمي
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| 773 |
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|4 الإدارة
|6 Management
|c 008
|e Scientific Journal of Management
|l 001
|m ع1
|o 0525
|s المجلة العلمية للإدارة
|v 000
|x 1658-3213
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| 856 |
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|u 0525-000-001-008.pdf
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| 930 |
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|d y
|p y
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| 995 |
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|a EcoLink
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| 999 |
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|c 752343
|d 752343
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