Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Management Learning
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Vince, R.
Right arrow Articles by Saleem, T.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

The Impact of Caution and Blame on Organizational Learning

Russ Vince

University of Glamorgan, Wales, UK rvince{at}glam.ac.uk

Tahir Saleem

University of Glamorgan, Wales, UK

The aim of this article is to examine the relationship between emotion, learning and organizing. In particular, this involves developing an understanding of how emotional and political aspects of organizing can shed light on the tensions between individual and organizational learning. The research highlights organizational dynamics created through repeated patterns of caution and blame within a public sector organization. The study shows how these dynamics inhibited processes of reflection and communication within the organization, undermining the implementation and further development of strategies explicitly designed for organizational learning. The article explores the politics that arise from attempts to organize learning, as well as how organizational politics are created from and reinforced by emotions expressed both individually and collectively. The final section covers discussions on the contribution of this study to organizational learning, the implications of the study for organizations, and issues for further research.

Key Words: blame • caution • communication • emotion • organizational learning • reflection

Management Learning, Vol. 35, No. 2, 133-154 (2004)
DOI: 10.1177/1350507604043022
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Management LearningHome page
S. Jordan, M. Messner, and A. Becker
Reflection and Mindfulness in Organizations: Rationales and Possibilities for Integration
Management Learning, September 1, 2009; 40(4): 465 - 473.
[Abstract] [PDF]

Home page
 Management LearningHome page
T. Fenwick
Understanding Relations of Individual--Collective Learning in Work: A Review of Research
Management Learning, July 1, 2008; 39(3): 227 - 243.
[Abstract] [PDF]

Home page
 Public Policy and AdministrationHome page
J. McMillan and J. Fenwick
Learning, Compliance and Gender in Public Management
Public Policy and Administration, July 1, 2008; 23(3): 247 - 261.
[Abstract] [PDF]

Home page
 Public Policy and AdministrationHome page
J. Fenwick and J. McMillan
Organisational Learning and Public Sector Management: An Alternative View
Public Policy and Administration, July 1, 2005; 20(3): 42 - 55.
[Abstract] [PDF]