Aprendizagem contestada em ambiente de mudança radical

Abstract

Este artigo oferece uma análise da aprendizagem nas organizações em condições de mudança radical, em que a reestruturação da organização foi motivada por uma mudança na ideologia e na propriedade. Discute-se que, nessas circunstâncias, a aprendizagem não representa necessariamente uma melhoria para o coletivo como um todo. A fonte empírica para este artigo é um estudo de caso da Telemig, uma das principais companhias brasileiras de telecomunicações. A pesquisa empregou múltiplos métodos e fontes permitindo uma investigação do conteúdo e do processo de aprendizagem, e de seus agentes ao longo do tempo. O estudo elabora e ilustra o conceito de "aprendizagem contestada", concluindo que este necessita ser incorporado à teoria da aprendizagem nas organizações.

Identification of Barriers Towards Change and Proposal to Institutionalize Continuous Improvement Programs in Manufacturing Operations

“…In the case of the confectionary company, despite the achievement of the goals initially set by the organization, due to lack of transparent communication process, as demonstrated previously (Rodrigues et al, 2004), (Jiemmieson et al, 2004), (Wanderg & Bana, 2000) not only did it fail to sustain the program but also caused resistance in teams. Moreover, the learning limited to a small team failed to foster advancement in the program as expected, as identified by Silva(2003).…”

“…Environments that do not have poor history of change may also develop negative aspects of the trust during the process of transformation, implementation of change. One example was the study conducted by (Rodrigues et al, 2004) in a Brazilian company that went through the privatization process. In this case, organizational learning which is a powerful weapon in the process of change was not of collective interest, becoming a factor of rupture between management and employees, instead of building trust between them.…”

Organizational resilience: proposition for an integrated model and research agenda

“…It is important to clarify that a difference between individual resilience and company resilience can be observed in the same way as it has already been observed between individual and organizational learning. After all, as Rodrigues, Child, and Luz (2004) pointed out, individual learning might be "contested" from several angles within organizations -politically, ideologically, pragmatically, and so on. Paiva (2013) also observed this division between professional competences and organizational competences.…”