Morland, K.V. orcid.org/0000-0003-4617-1326, Breslin, D. and Stevenson, F. (2019) Development of a multi-level learning framework. The Learning Organization, 26 (1). pp. 78-96. ISSN 0969-6474
Abstract
Purpose
This paper aims to examine multiple learning cycles across a UK housebuilder organization following changes made to their quality management routine at the organizational level, through to subsequent understanding and enactment at the level of the individuals involved.
Design/methodology/approach
This study uses a qualitative case study methodology based on an analysis of six-weeks of participant observation, semi-structured ethnographic interviews and documentation within three of the organization’s regional offices. Through an abductive process, it draws on gathered data and extant literature to develop a multi-level learning model.
Findings
Four levels of learning cycles are observed within the model: individual, team (within which inter-organizational relationships nest), region and organization. Three inter-related factors are identified as influencing feed-forward and feedback across the levels: time, communication and trust. The impact of these levels and factors on the process of learning is conceptualized through the metaphor of coupling and decoupling and discussed using examples from housing development projects.
Originality/value
While previous models of organizational learning highlight important multi-level interaction effects, they do not explore how the different levels of learning synchronize over time for learning to move between them. This paper addresses this gap by shedding important light on how layers of learning synchronize and why and when this can occur within multi-level organizations.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | © 2018 Emerald Publishing Limited. This is an author produced version of a paper subsequently published in The Learning Organization. Uploaded in accordance with the publisher's self-archiving policy. |
Keywords: | Organizational structures; Learning; Construction industry; Communication; Time; Trust |
Dates: |
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Institution: | The University of Sheffield |
Academic Units: | The University of Sheffield > Faculty of Social Sciences (Sheffield) > School of Architecture (Sheffield) |
Depositing User: | Symplectic Sheffield |
Date Deposited: | 08 Oct 2018 10:22 |
Last Modified: | 16 May 2024 14:23 |
Status: | Published |
Publisher: | Emerald |
Refereed: | Yes |
Identification Number: | 10.1108/TLO-04-2018-0080 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:136683 |