Millett, Bruce and Mattsson, Jan and Johnston, Robert (2005) Executive learning: a typology. International Journal of Organisational Behaviour, 9 (4). pp. 615-631.
Text (Published Version)
The Enron and Worldcom cases have demonstrated the crucial importance of ethical and effective executive governance. Reviewing the literature on organisational learning and drawing on the model proposed by Lenz (1994) we develop a model of executive learning comprising four distinct types of executive learning: assumption learning, adaptive learning, developmental learning and maintenance learning. These four types were construed based on the idea that executives may find themselves in four separate contexts, namely, in existing or in new relationships/competencies. Each one of these four contexts, we claim, can initiate a different type of learning. This is evidenced by verbatim data from key informants in five case studies of internationalisation of service firms in Sweden, Norway, Australia and the United Kingdom. Finally, we suggest some implications of the proposed model of executive learning.
|Item Type:||Article (Commonwealth Reporting Category C)|
|Additional Information:||© B Millett & J Mattsson. USQ publication.|
|Uncontrolled Keywords:||executive learning; organisational learning; assumption learning; adaptive learning; developmental learning; maintenance learning|
|Subjects:||350000 Commerce, Management, Tourism and Services > 350200 Business and Management > 350299 Business and Management not elsewhere classified|
|Depositing User:||epEditor USQ|
|Date Deposited:||11 Oct 2007 00:17|
|Last Modified:||03 Oct 2013 07:24|
Actions (login required)
|Archive Repository Staff Only|