This chapter focuses on organizational change, its control and regulation, from the standpoint of a non-dualistic conception of the relationship between individuals and organizations, rooted in the social theory of Norbert Elias, in a theory of organizational learning (Fabbri, 2003) and in a conception of action research (Albano, 2010) in support of organizational learning (Albano, Fabbri, 2010) which are consistent with each other. The combination of these theoretical and methodological references allows an original interpretation of organizational change and the identification of some prior rules for organized collective actions helpful at guiding change accordingly to organizational members' needs.
Organizational learning and action research: the organization of individuals / R., Albano; Fabbri, Tommaso; Curzi, Ylenia. - STAMPA. - (2012), pp. 324-342.
Data di pubblicazione: | 2012 |
Titolo: | Organizational learning and action research: the organization of individuals |
Autore/i: | R., Albano; Fabbri, Tommaso; Curzi, Ylenia |
Autore/i UNIMORE: | |
Digital Object Identifier (DOI): | http://dx.doi.org/10.4018/978-1-4666-0303-5.ch018 |
Codice identificativo Scopus: | 2-s2.0-84898157699 |
Titolo del libro: | Phenomenology, organizational politics, and IT design: the social study of information systems |
ISBN: | 9781466603035 9781466603042 9781466603059 |
Editore: | IGI Global |
Nazione editore: | STATI UNITI D'AMERICA |
Citazione: | Organizational learning and action research: the organization of individuals / R., Albano; Fabbri, Tommaso; Curzi, Ylenia. - STAMPA. - (2012), pp. 324-342. |
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