The Interplay between learning and change

Peter A. Murray, Kimberley B. Boal

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contributionpeer-review

Abstract

Various type, of change, change capacity, and change processes have often been presented as single isolated events with a clear beginning and end. Learning similarly has been described as an end that is desirable within certain contents, anything from strategic capability, strategic renewal, learning styles and levels, and learning between individuals, groups, and organizations. While scholars have linked both change and learning, it is still unclear how one leads to the other or plays a substantial role in their binary creation. This study addresses this gap, The first section of the paper explores the interplay between learning and change. The second examines how learning modes are influenced by institutional context, representing an element of learning. We explore the effects of these dual interplays on change success. The third section examines empirically these relationships through a qualitative study of the Australian construction industry.
Original languageEnglish
Title of host publicationManaging our intellectual and social capital
Subtitle of host publicationproceedings of the 21st ANZAM Conference
Place of PublicationCanning Bridge, W.A.
PublisherPromaco Conventions
Number of pages16
ISBN (Print)1863081402
Publication statusPublished - 2007
EventAustralian and New Zealand Academy of Management Conference (21st : 2007) - Sydney, Australia
Duration: 4 Dec 20077 Dec 2007

Conference

ConferenceAustralian and New Zealand Academy of Management Conference (21st : 2007)
CountryAustralia
CitySydney
Period4/12/077/12/07

Keywords

  • learning modes, change commitment
  • learning modes
  • change commitment

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