Learning in Public Sector Organizations: A Theory of Action Approach

被引：0
作者：
Visser M. [1 ]
Van der Togt K. [1 ]
机构：
[1] Institute for Management Research, Radboud University, P.O. Box 9108, Nijmegen
来源：
Public Organization Review | 2016年 / 16卷 / 2期
关键词：
Municipal decision-making; Organizational learning; Public policy learning; Theory of action;
D O I：
10.1007/s11115-015-0303-5
中图分类号：
学科分类号：
摘要：
The importance of learning has since long been acknowledged for both business and public sector organizations. However, learning theory and research have tended to neglect the differences between these organizations, and to develop in separate and unrelated directions. To address these developments, this paper purports, first, to develop a theoretical framework that integrates various concepts from the fields of public policy learning and organizational learning, and that is specifically directed at public sector organizations. Second, the paper purports to illustrate the utility of this framework by applying it to policy-making in a Dutch municipality, the Pegasustown prostitution case. © 2015, The Author(s).
引用
收藏
页码：235 / 249
页数：14
相关论文
共 76 条
  • [1] Argote L., Organizational learning research: past, present and future, Management Learning, 42, 4, pp. 439-446, (2011)
  • [2] Argyris C., Single-loop and double-loop models in research on decision-making, Administrative Science Quarterly, 21, 3, pp. 363-375, (1976)
  • [3] Argyris C., Making the undiscussable and its undiscussability discussable, Public Administration Review, 40, 3, pp. 205-213, (1980)
  • [4] Argyris C., Schon D.A., Theory in practice: Increasing professional effectiveness, (1974)
  • [5] Argyris C., Schon D.A., Organizational learning: A theory of action perspective, (1978)
  • [6] Argyris C., Schon D.A., Organizational learning II: Theory, method and practice, (1996)
  • [7] Bennett C.J., Howlett M., The lessons of learning: reconciling theories of policy learning and policy change, Policy Sciences, 25, 3, pp. 275-294, (1992)
  • [8] Betts J., Holden R., Organizational learning in a public sector organization: a case study in muddled thinking, Journal of Workplace Learning, 15, 6, pp. 280-287, (2003)
  • [9] Bovens M., Zouridis S., From street-level to system-level bureaucracies: how information and communication technology is transforming administrative discretion and constitutional control, Public Administration Review, 62, 2, pp. 174-184, (2002)
  • [10] Bovens M., Schillemans T., 't Hart P., Does public accountability work? An assessment tool, Public Administration, 86, 1, pp. 225-242, (2008)
12345678