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Journal articles on the topic 'Organizational Perspectives'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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1

Doherty, Mary E. "Hospice—Organizational Perspectives." Nursing Clinics of North America 44, no. 2 (June 2009): 233–38. http://dx.doi.org/10.1016/j.cnur.2009.02.002.

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Chalid, Lukman, Darwis Lannai, and Muhammad Syafi'i A. Basalamah. "Performance Measurement Through Balanced Scorecard Approach." JURNAL MANAJEMEN BISNIS 8, no. 2 (September 27, 2021): 352–59. http://dx.doi.org/10.33096/jmb.v8i2.896.

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The purpose of this research is to assess the performance of health centers using the Balanced Scorecard (BSC) framework from four perspectives: the customer perspective, the internal process perspective, the learning and growth perspective, and the financial perspective. The BSC application is intended to measure organizational performance from a variety of perspectives, not just financial ones; there must be a balance of financial and non-financial perspectives. This means that BSC is a strategic approach to evaluating an organization's performance that balances the interests of various stakeholders by balancing short- and long-term objectives.
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3

Janicijevic, Nebojsa. "Organizational learning in the theory of organizational change." Ekonomski anali 51, no. 171 (2006): 7–31. http://dx.doi.org/10.2298/eka0671007j.

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The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes. .
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4

Hariharan, Krishnan, and Vivekanand G. (India). "Perspectives on Organizational Learning." Indian Journal of Commerce & Management Studies IX, no. 1 (January 10, 2018): 81. http://dx.doi.org/10.18843/ijcms/v9i1/11.

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Baker, Daniel J., Joanne Fuhrman, and Fred Renter. "Perspectives on Organizational Growth." Mental Retardation 40, no. 6 (December 2002): 477–80. http://dx.doi.org/10.1352/0047-6765(2002)040<0477:poog>2.0.co;2.

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Bird, Barbara, and Candida Brush. "A Gendered Perspective on Organizational Creation." Entrepreneurship Theory and Practice 26, no. 3 (April 2002): 41–65. http://dx.doi.org/10.1177/104225870202600303.

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Literature on the creation of organizations is often cast within a masculine gender framework. This paper draws from three theoretical perspectives to develop a new perspective that broadens the view of organizational creation by encompassing the relative balance of feminine and masculine perspectives in the entrepreneur's venture start-up process and new venture attributes. We elaborate the relatively less visible feminine and personal perspective and compare this with the traditional or masculine perspective. Important to the discussion is the distinction between biology (sex: male and female, man and woman) and socialized perspectives (gender: masculine and feminine). While research and the general public often use the concept of gender loosely to signify sex, we follow a more precise feminist distinction. The paper advances new concepts of gender-maturity (an individual difference) and gender-balance (an organizational quality).
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Martens, Jon. "Stories of innovation: roles, perspectives, and players." European Journal of Training and Development 38, no. 1/2 (December 20, 2013): 40–53. http://dx.doi.org/10.1108/ejtd-09-2013-0092.

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Purpose – This study aims to examine the roles of stories in the innovation process. Design/methodology/approach – An integrative literature review was used to identify and analyze studies that examined stories of innovation in various organizational settings. The conceptual framework of the review was based on three perspectives of organizational culture: integration, differentiation, and fragmentation. Findings – A typology of the roles of stories of innovation was synthesized from a review of the literature. The major roles in the typology included fostering a culture of innovation, managing product planning and project teams, facilitating idea generation and problem solving, and analyzing failed innovations. These roles were congruent with multiple perspective of organizational culture, including integration, differentiation, and fragmentation. Research limitations/implications – Additional research should be conducted to further explore and confirm the study's exploratory typology as a possible extension to the role of organizational narrative in the process of innovation. Practical implications – The study's conceptual typology can presently serve as a useful learning tool for HRD practitioners to facilitate an organization's understanding of the innovation process. Originality/value – The study presents a new approach to analyzing the roles of stories in innovation with perspectives of organizational culture and provides an initial base for further research that might extend understanding of the types of roles narratives play in innovation.
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Karagozoglu, Necmi. "Managerial Perspectives on Organizational Learning." Creativity and Innovation Management 5, no. 2 (June 1996): 123–33. http://dx.doi.org/10.1111/j.1467-8691.1996.tb00132.x.

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9

Clifton, J. "Discourse Perspectives on Organizational Communication." Journal of Business Communication 49, no. 4 (August 28, 2012): 377–80. http://dx.doi.org/10.1177/0021943612456517.

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10

Foss, Nicolai J. "New Organizational Forms - Critical Perspectives." International Journal of the Economics of Business 9, no. 1 (February 2002): 1–8. http://dx.doi.org/10.1080/13571510110102949.

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Fairhurst, Gail T. "Discourse Perspectives on Organizational Communication." Journal of Pragmatics 44, no. 10 (August 2012): 1378–80. http://dx.doi.org/10.1016/j.pragma.2012.05.004.

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12

Walls, Judith L., and Raymond L. Paquin. "Organizational Perspectives of Industrial Symbiosis." Organization & Environment 28, no. 1 (March 2015): 32–53. http://dx.doi.org/10.1177/1086026615575333.

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13

Albert, Rosita Daskal. "Polycultural Perspectives on Organizational Communication." Management Communication Quarterly 6, no. 1 (August 1992): 74–84. http://dx.doi.org/10.1177/0893318992006001004.

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14

Morgan, Glenn, Julie Froud, Sigrid Quack, and Marc Schneiberg. "Capitalism in crisis: organizational perspectives." Organization 18, no. 2 (March 2011): 147–52. http://dx.doi.org/10.1177/1350508410392397.

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15

Boyd, David P. "Cinematic Perspectives On Organizational Mentoring." Contemporary Issues in Education Research (CIER) 2, no. 2 (January 10, 2011): 9. http://dx.doi.org/10.19030/cier.v2i2.1091.

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Properly conceived and conducted, organizational mentoring can bestow benefits on the suppliant, the mentor and the firm. If prospective protégés assess the context of a mentoring relationship before they enter into one, they can enjoy a bonding experience that facilitates psychological satisfaction and furthers professional advancement. The movie medium is an educative means of appreciating and attaining these positive outcomes. The instructive lens of drama can complement traditional curricular materials in courses on behavioral dynamics. Over the past seven years, the author has assigned a film project in his Leadership classes at the undergraduate and MBA level. Of the 120 films chosen for students projects, five compellingly capture functional and dysfunctional aspects of protégé-protector linkages. After analyzing these films, the paper proposes ten precepts that will enhance the mentoring experience for workplace aspirants.
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Bunkers, Sandra Schmidt. "Differing Perspectives on Paradox." Nursing Science Quarterly 32, no. 4 (September 12, 2019): 266–70. http://dx.doi.org/10.1177/0894318419864331.

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In this article, the author describes two differing perspectives on paradox: the humanbecoming paradigm perspective and the management/organizational theory perspective. Examples of paradoxes from these two differing views are presented.
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Hernaus, Tomislav, Kristina Potočnik, Eva M. Lira, and James M. LeBreton. "Integrating organizational research – Individual, team, organizational and multilevel perspectives." European Management Journal 38, no. 2 (April 2020): 217–18. http://dx.doi.org/10.1016/j.emj.2020.03.001.

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18

Slack, Trevor, and Bob Hinings. "Understanding Change in National Sport Organizations: An Integration of Theoretical Perspectives." Journal of Sport Management 6, no. 2 (May 1992): 114–32. http://dx.doi.org/10.1123/jsm.6.2.114.

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Increased interest in organizational change (i.e., shifts in an organization's structure, strategy, and processes) has led to considerable diversity in the theoretical approaches used to explain the phenomenon. This theoretical diversity has caused some scholars to suggest that a more complete understanding of organizational phenomena such as change is obtained when different theoretical perspectives are used in conjunction with one another. This paper examines a process of change that has been occurring in Canadian national sport organizations. Utilizing the theoretical approaches found in work on resource dependence theory, institutional theory, organizational culture, and the role of transformational leaders in managing change, the paper shows how these approaches explain different aspects of the change process. It also shows how a more complete understanding of change may be gained by using more than one theoretical perspective.
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Foroughi, Hamid, Diego M. Coraiola, Jukka Rintamäki, Sébastien Mena, and William M. Foster. "Organizational Memory Studies." Organization Studies 41, no. 12 (November 27, 2020): 1725–48. http://dx.doi.org/10.1177/0170840620974338.

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This paper provides an overview and discussion of the rapidly growing literature on organizational memory studies (OMS). We define OMS as an inquiry into the ways that remembering and forgetting shape, and are shaped by, organizations and organizing processes. The contribution of this article is threefold. We briefly review what we understand by organizational memory and explore some key debates and points of contestation in the field. Second, we identify four different perspectives that have been developed in OMS (functional, interpretive, critical and performative) and expand upon each perspective by showcasing articles published over the past decade. In particular, we examine four papers previously published in Organization Studies to show the distinctiveness of each perspective. Finally, we identify a number of areas for future research to facilitate the future development of OMS.
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Baek, Pyounggu, Jihyun Chang, and Taesung Kim. "Organizational culture now and going forward." Journal of Organizational Change Management 32, no. 6 (October 7, 2019): 650–68. http://dx.doi.org/10.1108/jocm-05-2018-0121.

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Purpose The purpose of this paper is to examine the fundamental premises (i.e. perspectives on organizations and intrinsic research contributions) embodied in the literature on organizational culture and offer insights into where organizational culture research should be headed now and going forward. Design/methodology/approach This research provides an integrative review of organizational culture research and investigates commonalities and differences in terms of the fundamental premises between North America and Europe. Findings The findings include that the modern perspective was most pervasive (87 percent) in both regions, with Europe slightly more open to varied perspectives such as symbolic and postmodern ones; approximately 70 percent of the studies were geared toward organization-level contributions, less than 10 percent toward individual-level contributions, and less than 20 percent toward mega-level contributions as the underlying research intent; and (c) in terms of the perspective-contribution combination, the pair of modern perspective and organization-level contribution was most dominant in both regions, while the individual-level contribution was paired with no other perspectives than the modern one. Research limitations/implications This research suggests that the research community shape a whole new discourse on organizational culture and recommends several promising research avenues. Originality/value By engaging in fundamental discussions on how an organization has been perceived and what purpose it has meant to deliver, this research offers an overarching view of where we stand currently and possibly where we should be heading in terms of organizational change management.
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Alsharari, Nizar M. "Management accounting and organizational change: alternative perspectives." International Journal of Organizational Analysis 27, no. 4 (September 2, 2019): 1124–47. http://dx.doi.org/10.1108/ijoa-03-2018-1394.

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PurposeThis paper aims to discuss the alternative perspectives for studying management accounting and organizational change. It provides a comprehensive basis for the research of accounting and organizational change conducted in terms of theories used, influential factors, systems applied, dynamics and aspects of change.Design/methodology/approachThe paper applies a “theoretical framework” for studying accounting and organizational change based on obtaining an institutional perspective. By achieving this theoretic construction in the integration of a number of different works, this can summarize the common elements, contrast the differences and work in a way that extends the methodology. It is determined exclusively on a hybrid approach through the adoption of alternative perspectives and complements recent recommendations for bridge building and methodological pluralism among the different debates and perspectives concerning accounting and organizational change research.FindingsThe findings emphasize that the nature of organizational change is not static, rather, it is dynamic and varying over time. Organizational changes are occurring in both extra- and intra-organizational factors that shaped changes in accounting systems in organizations. The study concludes that accounting and organizational change literature has divided theoretical strands into two main perspectives: rational perspectives and interpretive and critical perspectives. Rational perspectives represented by the conventional mainstream of research can be classified into two approaches, normative economic models and positive economic models, which are grounded in neoclassical economic theories. On the other hand, the interpretive and critical perspectives emerged as alternatives to rational perspectives to explain accounting and organizational change within its broader social and economic context.Research limitations/implicationsThe paper has significant implications for the ways in which change dynamics can emerge, diffuse and implement at multilevel of institutional analysis. It also explains the interaction between the accounting and organizational change, which identified that change is both shaped by, and shaping, wider socio-economic and political processes. This broad sensitivity to the nature of change has important implications for the ways of studying accounting and organizational change. Hence, it has important implications for the way in which successful change can be defined in accounting and organizational change literature.Originality/valueThe study contributes to both accounting and organizational change literature by providing a comprehensive review about the development of institutional theory as it examines how the organization is simultaneously subjected to a high level of efficiency and considerable institutional demands. Thereafter, the domain of accounting and organizational change research itself will be extended.
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22

Koys, Daniel J., Steven Briggs, and Steven C. Ross. "Organizational Reputation And Human Resource Evaluation From Strategic, Functional, And Workplace Perspectives." Journal of Applied Business Research (JABR) 6, no. 1 (October 25, 2011): 76. http://dx.doi.org/10.19030/jabr.v6i1.6321.

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A survey of human resource (HR) managers in 82 corporations measures the importance of evaluating the HR function from strategic, function, and workplace perspectives. These scores are correlated with Fortunes measure of organizational reputation. Results indicate significant, positive relationships between organizational reputation and the importance of evaluating HR from the strategic perspective and from the functional perspective. The positive relationship between organizational reputation and the importance of evaluating HR from the workplace perspective is insignificant.
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Kollenscher, Eldad, Micha Popper, and Boaz Ronen. "Value-creating organizational leadership." Journal of Management & Organization 24, no. 1 (September 27, 2016): 19–39. http://dx.doi.org/10.1017/jmo.2016.33.

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AbstractDespite their many contributions, each of the most prevalent approaches to leadership – the micro interpersonal leadership models such as transformational theory, trait theory and charismatic leadership, and the macro strategic management – has notable ‘blind spots’ and relies on biased or partial assumptions. Furthermore, the macro–micro polarization of major leadership theories overlooks important meso perspective processes, such as structuring, which leaders can use to attain a more compounded and sustained effect on organizational outcomes. The goal of this paper is to propose an integrative theoretical framework – value-creating leadership – which provides what is missing from the theory of organizational leadership. Value-creating leadership combines micro and macro perspectives regarding management and leadership along with a meso perspective to create a unified model of corporate leadership.
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Elias, Sara, Todd Chiles, Qian Li, and Fernando D'Andrea. "Austrian Economics and Organizational Entrepreneurship: A Typology." Special Entrepreneurship Double Issue 23, no. 3-4 (December 8, 2020): 313–54. http://dx.doi.org/10.35297/qjae.010073.

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This article develops a typology for making sense of the numerous strands of Austrian (and Austrian-related) economics and demonstrates how this typology can guide organizational entrepreneurship scholars wishing to ground their research in Austrian thought. In the process, not only are existing insights from the history of Austrian economic thought rediscovered, but clearer light is also shed on important perspectives from that tradition that have received less attention in entrepreneurship research. Based on the Austrian concept of entrepreneurial production and its relationship with the core concepts of knowledge and change, the typology yields four perspectives—equilibration, punctuated equilibrium, disequilibration, and punctuated disequilibrium. These perspectives’ different paradigms as used in organizational research are explored, along with their ontological, epistemological, and methodological assumptions. The typology is illustrated with selected empirical examples from organizational research to spotlight the types of questions that contemporary scholars may appropriately ask and answer from each perspective.
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25

Latham, Gary P. "Perspectives of a Practitioner-Scientist on Organizational Psychology/Organizational Behavior." Annual Review of Organizational Psychology and Organizational Behavior 6, no. 1 (January 21, 2019): 1–16. http://dx.doi.org/10.1146/annurev-orgpsych-012218-015323.

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In this article I comment on areas where I agree/disagree with the five previous perspectives on organizational psychology/organizational behavior (OP/OB). This is followed by a dire prediction of the future for OP doctoral programs, criticisms of the journal editorial processes and the overemphasis on deductive theory building, the value of qualitative analyses and enumerative reviews, the importance of mentors for advancing one's career, and the strengths and weaknesses of our scholarly societies. The article ends with a call for improving the balance currently in favor of scientists at the expense of practitioners.
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Rees, Christopher J., and John Hassard. "Perspectives on organizational change in Asia." Journal of Organizational Change Management 23, no. 5 (August 31, 2010): 480–84. http://dx.doi.org/10.1108/09534811011071234.

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Gummer, Burton. "Current Perspectives on Inter-Organizational Relationships." Administration in Social Work 14, no. 4 (January 31, 1991): 117–28. http://dx.doi.org/10.1300/j147v14n04_09.

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Skarlicki, Daniel P. "CROSS‐CULTURAL PERSPECTIVES OF ORGANIZATIONAL JUSTICE." International Journal of Conflict Management 12, no. 4 (April 2001): 292–94. http://dx.doi.org/10.1108/eb022859.

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Chou, Shih-Wei, and Yu-Hung Tsai. "Knowledge Creation: Individual and Organizational Perspectives." Journal of Information Science 30, no. 3 (June 2004): 205–18. http://dx.doi.org/10.1177/0165551504042803.

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Jorde-Bloom, Paula. "Professional orientation: Individual and organizational perspectives." Child & Youth Care Quarterly 18, no. 4 (1989): 227–42. http://dx.doi.org/10.1007/bf01083871.

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Manoharan, Ashokkumar, and Manisha Singal. "Organizational effectiveness in hospitality: Managers perspectives." International Journal of Hospitality Management 80 (July 2019): 123–25. http://dx.doi.org/10.1016/j.ijhm.2019.02.004.

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Lanphier, Michael. "Sponsorship: Organizational, sponsor, and refugee perspectives." Journal of International Migration and Integration / Revue de l'integration et de la migration internationale 4, no. 2 (December 2003): 237–56. http://dx.doi.org/10.1007/s12134-003-1035-x.

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Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (July 6, 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.
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IYAMABHOR, Martins, John, O. OGBOR, and Onome Precious AWOSIGHO. "Beyond Rational Systems: Managing Organizational Conflicts From Pluralistic, Open Systems and Stakeholder Perspectives." Archives of Business Research 9, no. 7 (July 19, 2021): 23–43. http://dx.doi.org/10.14738/abr.97.10437.

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This paper examines organizational conflict in the context of rationalist, pluralist, open systems and stakeholder approaches. It argues that the prevailing rational and unitary approaches which dominate organizational analysis are inadequate theoretical tools for understanding the dynamics of organizational conflicts in a pluralistic society. Methodologically, the research approach is built on meta-synthesis. A meta-synthesis is a research approach that brings together qualitative data to form a new interpretation of a research field. From this approach, the paper critically examines three of the dominant approaches in organizational theorizing (the rational, pluralist and open systems perspectives) and their implications for understanding and managing organizational conflict. A synthesis of the literature combines the three perspectives to propose a framework for managing conflicts in organizations. The paper suggests that the open system perspective, in line with a pluralist perspective, is an appropriate framework for studying the relationship between stakeholder management and conflict management and for understanding the dynamics and the forces shaping conflicts in organizations. A stakeholder approach for understanding interests and sources of organizational conflicts is presented including stakeholders’ sources of power and legitimacy. Finally, a framework encompassing strategies for managing organizational conflicts by applying principles of stakeholder management are suggested.
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Uhlenbruck, Klaus, Klaus E. Meyer, and Michael A. Hitt. "Organizational Transformation in Transition Economies: Resource-based and Organizational Learning Perspectives." Journal of Management Studies 40, no. 2 (April 28, 2003): 257–82. http://dx.doi.org/10.1111/1467-6486.00340.

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Tökkäri, Virpi. "Organizational play: within and beyond managing." Qualitative Research in Organizations and Management: An International Journal 10, no. 2 (June 8, 2015): 86–104. http://dx.doi.org/10.1108/qrom-11-2013-1181.

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Purpose – The purpose of this paper is to synthetize qualitative research on play in the organizational context. Design/methodology/approach – Through a metasynthesis, the research premises and findings of 12 individual empirical studies were examined. Findings – The findings of the metasynthesis showed that the research on organizational play has focussed on three central themes addressing play as fun, pros and cons of organizational play, and management of play. In interpreting the findings, seven perspectives of organizational play are constructed as follows: authenticity, belongingness, experience, social activities, generating, functions, and artifacts. The perspectives are conceptualized into three dimensions of play as the orientation of being-in-the-world, play as meaning-making and enactment, and play as creations. Research limitations/implications – The sample consisted of 12 studies, which provided a limited insight into organizational play. However, following the guidelines of metasynthesis, the sample was appropriate and of good quality. The research suggests guidelines for further research into organizational play. Practical implications – Achieving psychosocial well-being at work and success in management requires understanding of essential personal and social processes, such as play. The findings provide knowledge that can be applied in management and other workplace practices. Originality/value – The study highlights the divergent perspectives of the organizationally important phenomenon of play. The paper contributes to a better understanding and the development of play in organizations.
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Sudnickas, Tadas. "Application of Competence Models in Performance Measurement Systems." Kwartalnik Ekonomistów i Menedżerów 29, no. 3 (July 31, 2013): 69–80. http://dx.doi.org/10.5604/01.3001.0009.6307.

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The article addresses the topic of organizational effectiveness and deals with the use of competence models in performance measurement systems. Performance measurement is a multi-faceted and multipartite phenomenon. It should reflect organizational and individual performance level, different perspectives, reflecting the past, the present and the future. All these aspects and perspectives are in cause-effect relationship and measured in different dimensions. The learning and growth perspective is very unique as it presents the future and using competence models to reflect it can bridge the individual performance level with organizational as well as performance future aspect with present and past.
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Chown, Jillian, Vanessa Conzon, Christine Beckman, Laura B. Cardinal, Melissa Valentine, Lindsey Cameron, Jillian Chown, et al. "Organizational Control: New Perspectives and Future Directions." Academy of Management Proceedings 2020, no. 1 (August 2020): 11972. http://dx.doi.org/10.5465/ambpp.2020.11972symposium.

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Allen Milton, Sharlene A., Michael M. Sinclair, and Halaevalu Ofahengaue Vakalahi. "Organizational Identification: Perspectives of Dispersed Social Workers." Advances in Social Work 17, no. 2 (January 30, 2017): 285–303. http://dx.doi.org/10.18060/21014.

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Human service organizations are often challenged to become more efficient while maintaining the quality of their services. As a result, more organizations have restructured, adopting the practice of dispersed work, which allows employees more freedom and flexibility to meet organizational goals outside of the traditional workplace. While dispersed work allows social workers to engage in work activities beyond the traditional office environment, it may also impact their sense of belonging to the organization. Eleven dispersed social workers were interviewed to understand how interaction via new communication technology impacts organizational identification. Overall themes gleaned from this study suggest that although dispersed social workers perceive themselves as having more autonomy and flexibility, they also can feel socially isolated and disconnected from their peers and supervisors, which may negatively impact organizational identification. Despite the enhanced efficiency that technology can bring, human service organizations must strive to understand the unintended consequences of a dispersed workforce.
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Haidar, Sam H., and Kara A. Scheibner. "Bioanalytical inspections: organizational changes and regulatory perspectives." Bioanalysis 8, no. 10 (May 2016): 999–1002. http://dx.doi.org/10.4155/bio-2016-0052.

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Liu, Zi Rui. "Perspectives on Organizational Learning and Learning Organization." Applied Mechanics and Materials 644-650 (September 2014): 5917–20. http://dx.doi.org/10.4028/www.scientific.net/amm.644-650.5917.

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Organizational learning, learning organizations and even learning society are popular topics among educators and government officials in this so-called knowledge era today. This article will summarize and critique various perspectives on organizational learning and learning organizations in the texts we have covered so far.
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Nove, Alec, and Kanji Haitani. "Comparative Economic Systems: Organizational and Managerial Perspectives." Economic Journal 97, no. 385 (March 1987): 229. http://dx.doi.org/10.2307/2233335.

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Mills, Albert J., Steven R. Corman, and Scott Poole. "Perspectives on Organizational Communication. Finding Common Ground." Canadian Journal of Sociology / Cahiers canadiens de sociologie 27, no. 4 (2002): 590. http://dx.doi.org/10.2307/3341596.

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Clegg, Chris, and Leslie Willcocks. "Theme Issue – Organizational Perspectives on Collaborative Working." Journal of Information Technology 9, no. 2 (June 1994): 71–72. http://dx.doi.org/10.1057/jit.1994.8.

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Baran, Benjamin E., Jenna N. Filipkowski, and Rebecca A. Stockwell. "Organizational Change: Perspectives From Human Resource Management." Journal of Change Management 19, no. 3 (July 23, 2018): 201–19. http://dx.doi.org/10.1080/14697017.2018.1502800.

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Alagaraja, Meera. "HRD and HRM Perspectives on Organizational Performance." Human Resource Development Review 12, no. 2 (May 10, 2013): 117–43. http://dx.doi.org/10.1177/1534484312450868.

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Woulfin, Sarah L., and Sharon Kruse. "Editors’ Introduction: Organizational Perspectives on Leadership Development." Journal of Research on Leadership Education 13, no. 3 (August 8, 2018): 207–9. http://dx.doi.org/10.1177/1942775118785535.

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Symon, Gillian, and Catherine Cassell. "Neglected perspectives in work and organizational psychology." Journal of Occupational and Organizational Psychology 79, no. 3 (September 2006): 307–14. http://dx.doi.org/10.1348/096317906x109676.

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Ashcraft, Karen Lee, Steven R. Corman, and Marshall Scott Poole. "Perspectives on Organizational Communication: Finding Common Ground." Academy of Management Review 26, no. 4 (October 2001): 666. http://dx.doi.org/10.2307/3560248.

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Trujillo, Nick, Steven R. Corman, and Marshall Scott Poole. "Perspectives on Organizational Communication: Finding Common Ground." Administrative Science Quarterly 47, no. 1 (March 2002): 172. http://dx.doi.org/10.2307/3094899.

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