Abstract
Parallel learning structures coexist with formal bureaucratic
structures. They show great promise as a techno‐structural intervention
to compensate for bureaucratic organisation′s inability to learn and
adapt. A number of their applications are briefly reviewed. System
transforming innovations create the need for change in the very nature
of the organisations in which they are implemented. Using a case study
of one manufacturing plant′s efforts to implement such an innovation
(statistical process control) the article examines the practical
advantages of using a parallel learning structure to aid in
implementation.
Subject
Organizational Behavior and Human Resource Management,Management Science and Operations Research,Applied Psychology,Social Psychology
Cited by
3 articles.
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