Learning in Public Sector Organizations: A Theory of Action Approach

Max Visser · Kim Van der Togt

67 citations0/0 files storedPublic Organization Review

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Public Policy and Administration Research Organizational Learning and Leadership Policy Transfer and Learning

Abstract

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.

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References

1985The Reflective Practitioner: How Professionals Think in Action 1984The reflective practitioner: How professionals think in action 1997Organizational Learning: A Theory of Action Perspective 1981Street-Level Bureaucracy: Dilemmas of the Individual in Public Services 1993Policy Paradigms, Social Learning, and the State: The Case of Economic Policymaking in Britain 1995Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector 1976Theory in Practice: Increasing Professional Effectiveness 1990Bureaucracy: what government agencies do and why they do it

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