Organizational Learning Capability: Theoretical Analysis and Empirical Study in the Context of Official Development Aid Project Teams

被引：10

作者：

Mbengue, Ababacar ^{[1
]}

Sane, Seydou ^{[2
]}

机构：

[1] Univ Reims, F-51096 Reims, France

[2] Univ Gaston Berger, St Louis, Senegal

来源：

CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES-REVUE CANADIENNE DES SCIENCES DE L ADMINISTRATION | 2013年 / 30卷 / 01期

关键词：

organizational learning capability; organizational learning; construct validity; quantitative methodology; official development aid; STRATEGIC HR ROLES; ABSORPTIVE-CAPACITY; CONSTRUCT-VALIDITY; JOB-SATISFACTION; KNOWLEDGE; PERSPECTIVE; INNOVATION; FIRM; COMMUNITIES; ORIENTATION;

D O I：

10.1002/cjas.1238

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Although several studies have investigated Organizational Learning Capability (OLC), the question of its operationalization remains open. We review the OLC concept, analyze its relationship to Organizational Learning (OL), and assess the validity of its operationalization through three models (formative, reflexive, mixed). While part of the literature states that OLC has five dimensions (experimentation, risk taking, dialogue, interaction with stakeholders, and participation in decision making), our exploratory study of 41 Official Development Aid projects suggests the existence of an important sixth dimension for OLC: autonomy vis-a-vis the national supervisor. The theoretical and practical implications of this finding are then discussed. Copyright (c) 2013 ASAC. Published by John Wiley & Sons, Ltd.

引用

页码：26 / 39

页数：14

共 49 条

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