Programmed, autonomous-formal and spontaneous organizational learning
Document Type
Journal article
Source Publication
British Journal of Management
Publication Date
9-1-2003
Volume
14
Issue
3
First Page
275
Last Page
288
Abstract
Organizational learning (OL) has been represented either as the systematic governance of collective expertise or as a relatively anarchic process of implicit transaction within and across fluid, dispersed communities of practice. Qualitative case-study research open to both perspectives was conducted in a not-for-profit service organization, a franchisee company and a vertically integrated company, all based in Hong Kong. Two forms of OL as systematic governance were found: 'programmed' OL (POL) and 'autonomous-formal' OL (AFOL), respectively. The relative emphasis on POL and AFOL appeared to vary from organization to organization, and to be influenced by management philosophy and by institutional frameworks such as professionalization and franchisee status. A 'spontaneous' and dispersed form of implicitly transacted OL (SOL) was also found. SOL appeared to reflect natural exuberance but was attenuated when colleagues regarded knowledge as a commodity. There appeared to be synergy between AFOL and SOL.
DOI
10.1111/1467-8551.00379
Print ISSN
10453172
E-ISSN
14678551
Publisher Statement
Copyright © 2003 British Academy of Management
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Pak, C. K., & Snell, R. S. (2003). Programmed, autonomous-formal and spontaneous organizational learning. British Journal of Management, 14(3), 275-288. doi: 10.1111/1467-8551.00379