Protecting the underbelly

shared ontological interests and organizational learning

Laurie Field

    Research output: Contribution to journalArticle

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    Abstract

    The organizational learning literature has tended to depict emotion as a hindrance to learning, whereas this paper argues that emotion facilitates certain types of shared (and under some circumstances, 'organizational') learning. By applying socio-analysis and critical theory to case study data involving pay and performance management, it considers the proposition that shared and perhaps 'organizational' learning can result from tensions between (a) the technical-economic interests of business owners and senior management and (b) the ontological interests of organizational members relating to protection against vulnerability and personal exposure.
    Original languageEnglish
    Pages (from-to)24-43
    Number of pages20
    JournalSocio-analysis
    Volume14
    Publication statusPublished - 2012

    Bibliographical note

    Copyright the Author(s). Version archived for private and non-commercial use with the permission of the author/s and according to publisher conditions. For further rights please contact the publisher.

    Keywords

    • organizational knowledge and learning
    • ontology
    • Habermas
    • emotion

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