Organisational (un)learning of public research labs in turbulent context

Mario Coccia · Emanuele Cadario

72 citations0/0 files storedInternational Journal of Innovation and Learning

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Organizational Learning and Leadership Innovation and Knowledge Management Organizational Change and Leadership

Abstract

The purpose of this paper is to analyse the underlying mechanisms of organisational learning within public research labs. Results of individual cognitive maps and congregate map, based on a critical case study, showinertia in the organisational learning with negative effects on strategic change and scientific performances of the public research institution. Some main causes of this organisational (un)learning are the effects of friction on the intra-organisational communication among researchers and scientific groups driven by hasty restructuring, high bureaucratisation of public bodies, low coordination and incentives of public servants. Some management implications of learning organisation are discussed.

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References

1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1997Organizational Learning II: Theory, Method, and Practice.2000Flawed Advice and the Management Trap 2008Measuring scientific performance of public research units for strategic change 2009Bureaucratization in Public Research Institutions 2008Strategic change of public research units in their scientific activity 2005A scientometric model for the assessment of scientific research performance within public institutes

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