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Organizational learning and organizational design

dc.contributor.authorCurado, Carla
dc.date.accessioned2025-02-19T09:00:29Z
dc.date.available2025-02-19T09:00:29Z
dc.date.issued2006
dc.description.abstractAbstract | Literature review - Approach: This paper explores a new idea presenting the possible relationship between organizational learning and organizational design. The establishment of this relation is based upon extensive literature review. Findings - Organizational learning theory has been used to understand several organizational phenomena, like resources and competencies, tacit knowledge or the role of memory in the organization; however, it is difficult to identify fits and consequent misfits between organizational learning and the organizational design. Research limitations - This one is a theoretical paper, so there is a possible limitation, regarding the lack of empirical support. Practical implications - At the end of the paper a number of recommendations regarding the organizational design are suggested, in order to promote organizational learning in the firms. Value of the paper - This paper identifies some links between organizational learning and organizational design, providing the grounds for a subsequent development and empirically testing of those relations.pt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.citationCurado, Carla .(2006). “Organizational learning and organizational design”. The Learning Organization, Vol. 13, No. 1: pp. 25-48. 2006pt_PT
dc.identifier.urihttp://hdl.handle.net/10400.5/98551
dc.language.isoengpt_PT
dc.publisherEmerald Publishing Limitedpt_PT
dc.subjectOrganizational Learningpt_PT
dc.subjectOrganizational Designpt_PT
dc.titleOrganizational learning and organizational designpt_PT
dc.typejournal article
dspace.entity.typePublication
rcaap.rightsopenAccesspt_PT
rcaap.typearticlept_PT

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