2000
DOI: 10.1080/03003930008433975
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Rethinking organisational learning in local government

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Cited by 18 publications
(22 citation statements)
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“…Analysis at the population level of organizations is important for public services, as it is largely at the population or institutional level that government policy intends to create change (Newell et al . 2003; Vince and Broussine 2000), and public value is often determined at this level not only at the organizational unit level (Benington and Moore in press; Hartley 2008; Moore 2005). Knowledge‐sharing and learning in public services has tended to focus on the level of a specific service or professional group: an increased focus on organizational and collective learning may be particularly helpful for creating, sharing and maintaining good practice (Vince and Broussine 2000).…”
Section: Location Of Learning and Levels Of Analysismentioning
confidence: 99%
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“…Analysis at the population level of organizations is important for public services, as it is largely at the population or institutional level that government policy intends to create change (Newell et al . 2003; Vince and Broussine 2000), and public value is often determined at this level not only at the organizational unit level (Benington and Moore in press; Hartley 2008; Moore 2005). Knowledge‐sharing and learning in public services has tended to focus on the level of a specific service or professional group: an increased focus on organizational and collective learning may be particularly helpful for creating, sharing and maintaining good practice (Vince and Broussine 2000).…”
Section: Location Of Learning and Levels Of Analysismentioning
confidence: 99%
“…2003; Vince and Broussine 2000), and public value is often determined at this level not only at the organizational unit level (Benington and Moore in press; Hartley 2008; Moore 2005). Knowledge‐sharing and learning in public services has tended to focus on the level of a specific service or professional group: an increased focus on organizational and collective learning may be particularly helpful for creating, sharing and maintaining good practice (Vince and Broussine 2000). Individual public service organizations are configured differently from each other, so there may be limited generalizability within as well as between sectors.…”
Section: Location Of Learning and Levels Of Analysismentioning
confidence: 99%
“…In such situations, individual managers can become the focus for systemic issues, and their behaviour comes to represent organizational problems (this has been referred to elsewhere as a 'blame culture' -see Vince and Broussine (2000)). There has been very little thought in Goodwill Company about what organizational or systemic dynamics are.…”
Section: Organizing Emotionsmentioning
confidence: 99%
“…There is a growing realisation in the performance measurement literature that different purposes require different performance measurement systems (Behn, 2003;Vince and Broussine, 2000;Meyer, 2002). Lack of clarity on this matter intensifies gaming.…”
Section: The Purpose Of Performance Measurementmentioning
confidence: 99%