How can a learning network support organisational development? Online publication date: Wed, 06-Oct-2010
by Sari Salojarvi, Paivi Tynjala, Liisa Myyry, Merja Ikonen-Varila, Pentti Nikkanen
International Journal of Strategic Change Management (IJSCM), Vol. 2, No. 4, 2010
Abstract: The purpose of this study is to examine the development processes within a network project, The Learning Network of Knowledge Management. The study focuses on the impact of the network on two participating companies. The following research questions were addressed: (a) how did participation in a learning network support professional development of individuals; (b) how did it advance clarifying the mission, collaboration and work roles of teams; (c) how did organisational practices and processes develop as a result of the network project? The data were collected with interviews. The findings showed that the starting points, processes and results differed in two organisations. Both companies set the development of the team as the main target of the project. In one company this aim was achieved, while in the other company the impact was more indirect and mainly took place on the level of individuals instead of the team level.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Strategic Change Management (IJSCM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook