Based on an extensive literature review, this paper reveals several gaps in organizational learning (OL) research that need filling before we can really talk about a theory of organizational learning or verify the traits and very existence of learning organizations (LO) as a phenomenon. The critique, however, is not targeted at any single model or theory of organizational learning, but at theory building, which constantly drifts away with new definitions and approaches that break up rather than construct a theory. Despite the fact that numerous consultation tools for turning organizations into learning models have been developed and applied, the concept of organizational learning itself still remains vague and there is an urgent need for a holistic model of OL. Too much emphasis is put on studying the learning of individuals instead of concentrating on the learning of organizations. Since the theory is highly dispersed and does not really build on earlier findings, rich empirical studies are needed in order to validate measures of organizational learning. Modelling of the organizational learning process and clarification of how learning of individuals is turned into learning of organizations is needed. This paper introduces one set of OL measures developed to study whether organizational learning occurred during the operational and business culture change process of a single case company. Suggestions for further OL research are made on the basis of experiences gained when empirically testing this model.

PurposeThe purpose of this research is to explore how employee attitudes affect management behaviour in the corporate entrepreneurship (CE) setting. The paper focuses on the co‐evolutionary processes of practices and elements of the social structure, i.e. simultaneous top‐down and bottom‐up influences.Design/methodology/approachOrganisation‐level data from individuals in the Finnish public‐sector health and social care organisation was obtained. The questionnaire comprised Likert‐scale attitude statements on different aspects of management behaviour, enabling structures, and individual attitudes. The data analysed consisted of 523 responses. Factor analysis and reliability tests were used to create aggregated measures for different CE antecedents and hierarchical regression analysis in order to test the causal model derived from the previous literature.FindingsEmpirical evidence of the crucial role of individual attitudes and action in CE was found, thus indicating that certain attitude types influence management behaviour. Straightforward communication emerged as the most important bottom‐up modality in that it is needed if individual attitudes are to influence managers.Originality/valueThe results challenge and complement previous research in the field of CE in recognising the crucial role of individual employees. The findings suggest that CE is not catalysed from the bottom up by silent followers, even though superiors find them comfortable to manage. It is rather the self‐confident and satisfied corporate entrepreneurs with initiative who critically question the existing working modes and thus catalyse CE. Finally, suggestions for further research were offered.

Previous studies on CE behaviour and processes have neglected the role of employees, as the focus has been on one-way relationships (top-down) and the interaction between them. We question the straightforward model of CE implementation and suggest causality between different elements. This conceptual study discusses the different organisational and individual pre-requisites in order to promote understanding of how they confront in the CE context. We propose that top-down and bottom-up influences are parallel terms describing the coevolution of managerial and employee behaviour and organisational structures. We conclude by introducing the concept of implementation and influencing modalities and conversational space, which enables the 'voices' of managers and subordinates to meet and negotiate. Finally, we argue that CE is a two-way interactive and recursive process in which structures and managerial initiatives affect individual behaviour, and individual behaviour affects structures and management behaviour. The paper discusses the implications and gives direction for further research endeavours. 165 J. Enterprising Culture 2007.15:165-186. Downloaded from www.worldscientific.com by HEC MONTREAL on 08/16/15. For personal use only.

Purpose -A case study at Senate Properties, a Finnish building owner organisation, for theory building was conducted to provide significant insights into strategic planning in partnership networks with a view to developing interaction in a triadic alliance. The purpose of this paper is to describe how a Finnish building owner organisation, Senate Properties, the focal firm of the studied network, manages multi-level interaction in the alliance network of the case study. Design/methodology/approach -In this paper, the building owner's role is studied by using two network analysis studies. The emergent phase of a "triadic alliance" of service providers, building owners as contract managers, and the end-users of services is analysed by using two separate qualitative network analysis studies. Findings -The case study indicates that the networks of building users, owners, facilities management parties and service providers can improve their interaction and cooperation by multilevel interaction building, mutual orientation building in groups and formation of boundary-spanning roles. We therefore present a model or a framework for interaction building in triadic networks that is derived from a knowledge base that can better explain the requirements of core businesses, key real estate and facilities services attributes and options evaluation to meet dynamic changes.Research limitations/implications -The paper suggests that organisations involved in facilities management that enter into an alliance have to communicate and proactively exchange information to strengthen the interaction and cooperation between network members. For success, each network member should share information and each must learn from the others. Originality/value -The interaction approach of network analysis takes place in a new building owner centred environment. The paper argues on a general level that to understand the complicated roles within the workplace environment, it is necessary to study the interaction needs of different functions.