The concept of "organizational learning" offers a rich opportunity for not only rethinking theories of organizational behavior (OB) but also reexamining the relationship between OB and financial performance. This paper examines an attempt to operationalise organizational learning by conducting a field study in the Australian hotel industry. The research process is described. Four models from the literature and out own feedback model provided the basis for initial analysis. Preliminary results suggest that the methodology is not only useful in differentiating hotels but in promoting new questions that need to be addressed. However the models provided little more than a check list. As a consequence, we have constructed a composite model that proved for a more useful testing of the triggers and dynamics of organizational learning.

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Date created

• 1994

Type

• Document

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• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

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• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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ITEM CONTEXT

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fe35db792b573af835d96e6eba4759cd

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Part of

c060552994c1527f70693734935660f1

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Part of

23d738ba88f8333bc39725f9cb5bd0b8

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Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives