Organizational learning: conceptual challenges from a project perspective

Chan, Paul; Cooper, Cary L.; Tzortzopoulos, Patrícia

doi:10.1080/01446190500127021

Cited by 51 publications

(29 citation statements)

References 38 publications

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“…Nowadays, much attention is given to how organizations learn (Chan et al, 2005) or how learning takes place between projects (Bakker et al, 2011). These investigations are driven by the intention to improve operations in the industry which has often been criticized for its poor performance and learning culture .…”

Section: Conceptual Background Learning In the Construction Industrymentioning

confidence: 99%

Method-based learning: a case in the asphalt construction industry

Bijleveld

Dorée

2014

Construction Management and Economics

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Traditional working practices in the construction industry rely heavily on the onsite experience and craftsmanship (the tacit knowledge) of operators and teams. This results in implicit learning and lengthy learning cycles. The aims of the research are to develop a deeper insight into construction processes and to instigate a change from current implicit learning to explicit method-based learning. To change to explicit method-based learning, Kolb's experiential learning model was introduced into current practices and 'explicating the process' was added to this learning cycle. Further 'reflective observation' and 'abstract conceptualization' were incorporated explicitly during an actual road construction project using feedback sessions with an asphalting team. The adopted learning framework was found to be applicable and useful in the quest for enhanced learning capabilities and improved process control. Fusing Kolb's learning model with onsite collected data was vital in explicating tacit knowledge and implicit processes. The approach enabled a meaningful discussion with operators to unravel their intentions and reasoning behind the chosen strategies. Explicit method-based learning, as here, leads to improved quality awareness, better understanding of the processes and their interdependencies, and improved communication with and within the asphalting team.

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Section: Conceptual Background Learning In the Construction Industrymentioning

confidence: 99%

Method-based learning: a case in the asphalt construction industry

Bijleveld

Dorée

2014

Construction Management and Economics

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“…Furthermore, it should be mentioned that organizations were increasingly more project-orientated (Morrison et al, 2006). Therefore, the cooperation of people with distinct skills, experiences, and cultural backgrounds might have an impact on the organizational culture (Chan et al, 2005), which could hardly be refl ected well in typologies. The author of this research suggested that this has to be taken into account when using the typologies of organizational culture.…”

Section: Research Studies Upon Organizational Culturementioning

confidence: 99%

“…The cooperation of people with distinct skills, experiences, and cultural backgrounds might have an impact on the organizational culture (Chan et al, 2005), which could hardly be refl ected well in typologies…”

Section: Research Studies Upon Organizational Culturementioning

confidence: 99%

The profit factor: how corporate culture affects a joint venture

Bach

Whitehill

2008

Strategic Change

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᭹ Cross-sector joint ventures offer the chance for new business strategies and might help to solve global challenges like the climate change.᭹ This case study analyzes a cross-sector joint venture between an organization from the profi t and non-profi t sector. ᭹The challenges and opportunities of this cooperation are revealed using a qualitative research approach. ᭹ Guidelines for a successful cross-sector cooperation are delivered.were rarely considered in the research literature (Rundall, 2000;London et al., 2004London et al., , 2005Chao, 2005).Gunn (2004: 5) provided a descriptive, general overview of the different possibilities of cross-sector cooperation, as shown in Figure 1. He identifi ed three sectors: fi rst, the for-profi t sector; second, the public sector; and third, the non-profi t sector. According to Gunn (2004), these sectors were not static or considered to be a close system for themselves. On the contrary, he argued (2004) that in practice there is a movement of resources between the sectors and hybrid organizations -which is indicated by the overlapping circles, and incorporates features of two and even three sectors.In applying Gunn's diagram, this research focused on the area 'a', where organizations from the non-profi t and profi t sectors cooperate in such a way that they establish a crosssector joint venture. London et al. (2004) highlighted that little is known about the hybrid sector where profi t and non-profi t organizations work together, and Millar et al. (2004) argued in the same way that sparse knowledge was available.

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“…Another approach is the application of social network analysis by Pryke (2004). Information exchange between an enterprise and its environment is described in works by Drejer and Vinding (2006), Chan et al (2005) and Lipshitz et al (2002). Although partnering as a strategy in the construction industry is relatively new, its concept has already spread over very different and often very distant parts of the world.…”

Section: Introductionmentioning

confidence: 99%

Methods for Selecting the Best Partner Construction Enterprise in Terms of Partnering Relations

Radziszewska–Zielina

2010

Journal of Civil Engineering and Management

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Abstract. The author proposes fourteen parameters for assessing partnering relations in construction enterprises. By means of these parameters, experts in construction enterprises apply a five-point scale in order to evaluate enterprise relations with four transactors within its microenvironment. The parameters describing relationships are adopted as assessment criteria. The question of selecting the best construction enterprise for cooperation is a multi-criteria issue. The author's solution is based on the ELECTRE III method and elaborates two alternative methods of selecting the best construction enterprise on the basis of the analysis of partnering relations between construction enterprises being studied and their transactors within the microenvironment and indicates one of the above introduced methods as preference. Two methods have been developed with a view to supporting a decision-making system in a construction enterprise as regards the choice of a subcontractor. Relevant calculations can be made by the enterprise decision-maker using the ConRel programme elaborated by the Cracow University of Technology.

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Organizational learning: conceptual challenges from a project perspective

Cited by 51 publications

References 38 publications

Method-based learning: a case in the asphalt construction industry

Method-based learning: a case in the asphalt construction industry

The profit factor: how corporate culture affects a joint venture

Methods for Selecting the Best Partner Construction Enterprise in Terms of Partnering Relations

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