The legitimation of learning in organizational change

Abstract

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.