Sub-cultures as leverage for organisational learning and lean thinking
by Jennifer Karlin
International Journal of Collaborative Enterprise (IJCENT), Vol. 1, No. 2, 2009

Abstract: Sub-cultures within the organisation or the enterprise (a chain of organisations) rarely receive sufficient attention considering the role they play in sustaining or changing the dominant culture of an organisation. This paper specifically considers the role of sub-cultures as it addresses one step of a project to create, validate and use experimentally an indicator that captures the level of organisational learning for multiple levels of the organisational culture without the members of the organisation repeatedly completing the instrument. This is done through revisiting two case studies and comparing the results of the previous analysis of these cases to the rating scale created for the new instrument.

Online publication date: Wed, 18-Nov-2009

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