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.
|Number of pages||20|
|Publication status||Published - 2012|
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- organizational knowledge and learning