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Taking power seriously in strategic organizational learning

Maxim Voronov (Department of Organization and Leadership, Teachers College, Columbia University, New York, NY, USA)
Lyle Yorks (Department of Organization and Leadership, Teachers College, Columbia University, New York, NY, USA)

The Learning Organization

ISSN: 0969-6474

Article publication date: 1 February 2005

4079

Abstract

Purpose

This paper argues that failing to grasp thoroughly the influence of power on the strategy‐making process can severely inhibit the potential of strategy making as a vehicle of organizational learning.

Design/methodology/approach

First the organizational learning perspective on strategic management is sketched and an attempt is made to show how it takes the social aspects of organizing more seriously than earlier perspectives on strategy. It is also noted how this iteration responds or at least has the potential to respond to some of the critiques directed at earlier thinking on strategy from critical management studies (CMS). Then CMS's critique of organizational learning theories is noted and the critiques to re‐conceptualize blockages to learning and knowledge creation are built on.

Findings

An attempt has been made to show that, as in earlier perspectives on strategy, there is still insufficient attention being paid to the role of power in strategic change. This places severe limitations on strategic learning that is possible.

Originality/value

Concludes by joining other writers in calling for a less managerialist research in strategy.

Keywords

Citation

Voronov, M. and Yorks, L. (2005), "Taking power seriously in strategic organizational learning", The Learning Organization, Vol. 12 No. 1, pp. 9-25. https://doi.org/10.1108/09696470510574232

Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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