A MacIntyrian perspective on organisational learning

Halliday, J; Johnsson, MC

A MacIntyrian perspective on organisational learning

Halliday, J Johnsson, MC

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Publisher:: SAGE Publications
Publication Type:: Journal Article
Citation:: Management Learning, 2009, 41 (1), pp. 37 - 51
Issue Date:: 2009-01

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Field	Value	Language
dc.contributor.author	Halliday, J	en_US
dc.contributor.author	Johnsson, MC	en_US
dc.date.issued	2009-01	en_US
dc.identifier.citation	Management Learning, 2009, 41 (1), pp. 37 - 51	en_US
dc.identifier.issn	1350-5076	en_US
dc.identifier.uri	http://hdl.handle.net/10453/9853
dc.identifier.uri	http://hdl.handle.net/10453/30662
dc.description.abstract	This article examines the meaning of organizational learning (OL) from a MacIntyrian perspective. Key MacIntyrian terms such as practice, institution and relational dependence are explained and related to OL. It is argued that much of the literature concerned with OL, including that concerned with Communities of Practice, misses the moral and relational dimensions of organizations. An alternative MacIntyrian perspective considers the enduring nature of practices which transcends both individual and organizational interests. The notion of relational dependence extends practical involvement to consideration of what is in the collective interest even where people fundamentally disagree. Such dependence involves generosity towards others and the recognition that conflict is inevitable and desirable. The article concludes with an outline of what OL might be and some indicators of success.	en_US
dc.publisher	SAGE Publications	en_US
dc.relation	http://purl.org/au-research/grants/arc/DP0453091
dc.relation.ispartof	Management Learning	en_US
dc.relation.isbasedon	10.1177/1350507609347589	en_US
dc.rights	Management Learning, 2009, 41 (1), pp. 37 - 51. Copyright © 2009 SAGE Publications. DOI: https://dx.doi.org/10.1177/1350507609347589	en_US
dc.subject.classification	Business & Management	en_US
dc.title	A MacIntyrian perspective on organisational learning	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	41	en_US
utslib.for	1302 Curriculum and Pedagogy	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences/Adult Learning and Applied Linguistics Program
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	1	en_US
pubs.volume	41	en_US

Abstract:

This article examines the meaning of organizational learning (OL) from a MacIntyrian perspective. Key MacIntyrian terms such as practice, institution and relational dependence are explained and related to OL. It is argued that much of the literature concerned with OL, including that concerned with Communities of Practice, misses the moral and relational dimensions of organizations. An alternative MacIntyrian perspective considers the enduring nature of practices which transcends both individual and organizational interests. The notion of relational dependence extends practical involvement to consideration of what is in the collective interest even where people fundamentally disagree. Such dependence involves generosity towards others and the recognition that conflict is inevitable and desirable. The article concludes with an outline of what OL might be and some indicators of success.

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http://hdl.handle.net/10453/9853