Organisational (Un)Learning of Public Research Labs in Turbulent Context
Int. J. Innovation and Learning, Vol. 15, No. 2, pp.115–129, 2014
15 Pages Posted: 18 Mar 2015
Date Written: March 16, 2015
The purpose of this paper is to analyse the underlying mechanisms of organisational learning within public research labs. Results of individual cognitive maps and congregate map, based on a critical case study, show inertia in the organisational learning with negative effects on strategic change and scientific performances of the public research institution. Some main causes of this organisational (un)learning are the effects of friction on the intra-organisational communication among researchers and scientific groups driven by hasty restructuring, high bureaucratisation of public bodies, low coordination and incentives of public servants. Some management implications of learning organisation are discussed.
Keywords: organisational learning; innovation; learning; public research labs; internal communication; knowledge creation; learning organisation; cognitive mapping; congregate maps.
JEL Classification: M00; I20
Suggested Citation: Suggested Citation