The legitimation of learning in organizational change

Carl Rhodes*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

27 Citations (Scopus)


Explores organizational learning based on the interpretations of actors in the organizational setting. Brings out the major point that events of organizational change are subject to multiple and competing interpretations and that labelling a particular event as “organizational learning” can be seen as an act of power through which a progressive and positive interpretation of organizational events is privileged over other interpretations. Argues that, although the metaphor of “learning” is a useful tool for organizational analysis, focusing only on learning marginalizes the darker themes of people's organizational experience and leaves us with a more partial appreciation of organizational life.

Original languageEnglish
Pages (from-to)10-21
Number of pages12
JournalJournal of Organizational Change Management
Issue number1
Publication statusPublished - 1 Feb 1997


  • Corporate communication
  • Narratives
  • Organizational learning
  • Postmodernism


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