N-loop learning: part II – an empirical investigation

Simonin, Bernard L.

doi:10.1108/tlo-12-2016-0100

Cited by 9 publications

(10 citation statements)

References 37 publications

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“…140-145) work requires reconfiguring to cater for a revisioning of power in processes of deutero-learning. We do not recognize our conceptualization of TLL in the three categories identified by Tosey et al or anywhere in their paperr (or in Simonin's (2017aSimonin's ( , 2017b reviews for that matter). These researchers missed/ignored the raison d'être of our TLL, to explicitly introduce options for (re)considering the operation of power in endeavors such as the learning organization.…”

Section: Introductionmentioning

confidence: 75%

“…TLL seen in this way has been loosely or directly devised by a number of researchers from an elaboration/extension/reconfiguration of the twin concepts SLL and DLL (Barbat et al, 2011(Barbat et al, /2012Fillion et al, 2015;Flood and Romm, 1996a;McClory et al, 2017;Nielsen, 1993;Romme and van Witteloostuijn, 1999;Salakass, 2017;Snell and Chak, 1998;Swieringa and Wierdsma, 1992). Simonin (2017aSimonin ( , 2017b uses the umbrella term "N-loop learning" to cover these and other related views and models.…”

Section: Introductionmentioning

confidence: 99%

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A systemic approach to processes of power in learning organizations

Flood

Romm

2018

TLO

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Purpose The purpose of the paper is to introduce a systemic approach to organizational learning “triple loop learning” (TLL) that addresses processes of power. Three equally important foci in our TLL are processes of design, processes of debate and processes of power. The focus on power aims to shift “power over” (power as domination) to “power to” enact empowering designs, “power to” co-develop responsible decision-making and “power to” transform our relations with each other and with life on Earth. Design/methodology/approach The organizational learning literature is reviewed in the context of power dynamics and its shortcomings are highlighted. The authors introduce their understanding of TLL, and how it engages with power dynamics in organizations. Findings Peter Senge’s conceptualization of systems thinking is unable to recognize processes of power in organizations and offers limited support to transformative learning. Conceptualizations of TLL aim to enhance learning in organizations but none satisfactorily address the processes of power. The learning organization literature as a whole does not satisfactorily address processes of power or reflect our way of envisaging “looping between loops of learning” in TLL to better design, better debate and better develop relationality in the social fabric of organizations. Originality/value The authors introduce an original approach to TLL that directly addresses the processes of power in organizations. It offers researchers, learning facilitators and practitioners of the learning organization a way to engage with the processes of power without neglecting other important organizational and environmental issues.

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Section: Introductionmentioning

confidence: 75%

Section: Introductionmentioning

confidence: 99%

A systemic approach to processes of power in learning organizations

Flood

Romm

2018

TLO

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“…On the contrary, (Blackman et al, 2004) argue that there are "potential weaknesses in the double-loop learning for reliable knowledge creation because of the ongoing testing of the original problem and the new solution". However, the paper suffers from a poorly developed theory as numerous researchers showed the significance of double-loop learning on organisational innovation and performance, the transformation of the firm, and its impact on a higher level of collaborative know-how (Garcí a-Morales et al, 2009;Sisaye and Birnberg, 2010;Simonin, 2017). The double-loop learning process consists of questioning the objectives and methods of which are included in the program's design.…”

Section: Double-loop Learningmentioning

confidence: 99%

“…Moreover, this study recommends extending the content of future programs consisting of methods and procedures that develop performance and change the staff's culture in the workplace. For example "emotion work", "cultural diversity", "double-loop learning", "multiteam learning systems", and "role of leaders in learning" (Mirchandani, 2012;Dick and Bernstorff, 2009;Anjorin et al, 2018;Rowe, 1996;Garcí a-Morales, Verdú-Jover, and Javier Lloré ns, 2009;Sisaye and Birnberg, 2010;Simonin, 2017;Sessa et al, 2018;Popper, 2000) are methods worth to be investigated from the hotel's management. Those procedures could be found in literature and training program designs in related institutions.…”

Section: Recommendationsmentioning

confidence: 99%

Evaluation of a Training Program in a Local Hotel in Jordan

Saadeh¹

2020

IBR

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The main focus of this paper is on a training program for telephone skills that was conducted at the end of January 2019 in a local hotel in Jordan. Depending on the philosophy of this study, choosing a qualitative investigation is appropriate because it examines the informers' position of behaviours and experiences being studied (Dawson, 2002). The research suggests that a limited amount of training program evaluation has a limited impact on performance improvements. A case-study approach was conducted in this evaluation. Besides, the data used for this study is primary in nature, as it reflects the participants' observations (Saunders, Lewis, and Thornhill, 2007) and is based on the subjective qualitative research approach (Greener, 2008). The data collected were based on interviews taken from ten employees and the human resources manager (HRM) of the hotel. According to HRM view, it has been found that the telephone skills training program did have an impact of change mainly on the front office employees. Furthermore, it has been found that training has a sustainable effect and was a motivation by itself for the employees. However, learning processes which were addressed in literature were not considered in this program. Therefore, limited impact on performance and culture was identified. This evaluation attempt is an introduction for future research associated with training programs within the local hotel industry in Jordan.

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“…After discussing and integrating views regarding different hierarchical levels of learning in Part I, in Part II of his paper, Simonin (2017) proposed and tested a model capturing single-and double-loop learning and their influence on collaborative knowhow in international strategic alliances. Inter-organizational collaborations are formed for a multitude of reasons, which can be summarized in three somewhat overlapping groups: minimization of production and transaction costs; profit maximization through joint strategic approach; and knowledge acquisition and transfer.…”

Section: Introductionmentioning

confidence: 99%

Managing people and learning – major challenge for modern managers

Rupčić

2017

TLO

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. In Part II of their paper, Poell and Van Der Krogt (2017) continue to examine human resource management and development. Employee training, education and development are often considered one of the most effective ways to stimulate and manage organizational change. However, many managers agree that HRM process is very difficult in practice, often yielding dubious results. In this regard, the authors present a conceptual framework in which they identify limited and one-sided conceptualization of organizing HRM as one of the main reasons why HRM still produces poor results. The authors suggest a learningnetwork perspective as a broader approach to organizing HRM. Employees are the key factor in this perspective, acting as important stakeholders in designing strategic HRM activities.Practitioners should keep in mind that HRM should not be limited to training, which is related to the direct work of employees. For better results, a more comprehensive approach is advisable. Employees can and should learn from their primary work processes, both routine and project-based, which can help them gain a diversity of knowledge and experience. However, employees should also take part in programs focusing on the development of their careers. Career management benefits individuals by developing their talents through challenging and interesting tasks, increases their motivation, provides more favorable labor contracts and improves their employability. Somewhere in the middle lies the third HRM path -explicitly organized human resource development (HRD). Besides taking courses and attending seminars and conferences, employees should be stimulated to interact with other individuals and groups (colleagues, experts, etc.) as well as engage in a self-study and reflect on their own performance.Managers should keep in mind that their role in all HRM and HRD activities is crucial. Not only are they responsible for providing organizational infrastructure but their role is also pivotal in yet another respect: they should help employees gain a better understanding on how those activities can contribute to their development. Ideas

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N-loop learning: part II – an empirical investigation

Cited by 9 publications

References 37 publications

A systemic approach to processes of power in learning organizations

A systemic approach to processes of power in learning organizations

Evaluation of a Training Program in a Local Hotel in Jordan

Managing people and learning – major challenge for modern managers

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