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dc.contributor.advisorSpicer, David P.
dc.contributor.advisorWallace, James
dc.contributor.authorJohnson, Craig L.*
dc.date.accessioned2011-10-19T16:49:19Z
dc.date.available2011-10-19T16:49:19Z
dc.date.issued2011-10-19
dc.identifier.urihttp://hdl.handle.net/10454/5143
dc.description.abstractThe thesis examines two interrelated topics; the perception of management theory in general, and the efficacy of the learning organisation in particular. The purpose of this thesis, therefore, is to compare the rhetoric espoused in the learning organisation literature with a survey of senior managers in large, commercial organisations. The results revealed a positive disposition towards business and management theory in general. The survey also demonstrated that leadership is considered the most important variable in the success of a company. This is facilitated through the attraction and retention of the appropriate staff and creating sufficient space for them to operate. Learning is embedded by anticipating the future, learning from the past and enabling good communication. However, the latter is balanced through change management. This is derived through legitimate authority and a reliance on planning. Finally, a strategy of experimentation is balanced by challenging industry rules. Themes involving politics, corporate alignment and corporate longevity were found to have relatively little convergent validity. The third section of the questionnaire reveals a positive disposition towards the learning organisation. The contribution of this thesis is in three areas. First, it is the only work to evaluate the anti-guru school. Second is the development of a syncretic model of learning organisation concept using structural equation modelling. Finally, it explains and examines the largely misunderstood concept of management fashions.en_US
dc.language.isoenen_US
dc.rights<a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/"><img alt="Creative Commons License" style="border-width:0" src="http://i.creativecommons.org/l/by-nc-nd/3.0/88x31.png" /></a><br />The University of Bradford theses are licenced under a <a rel="license" href="http://creativecommons.org/licenses/by-nc-nd/3.0/">Creative Commons Licence</a>.en_US
dc.subjectLearning organisationen_US
dc.subjectOrganisational learningen_US
dc.subjectFadsen_US
dc.subjectFashionsen_US
dc.subjectBandwagonsen_US
dc.subjectManagement gurusen_US
dc.subjectNormative literatureen_US
dc.subjectStructural equation modelen_US
dc.subjectFTSEen_US
dc.subjectAIMen_US
dc.subjectCorporate longevityen_US
dc.subjectManagement theoryen_US
dc.subjectLeadershipen_US
dc.titleStanding on the Toes of Giants: Social Movement Theory and the Case of the Learning Organisation.en_US
dc.type.qualificationleveldoctoralen_US
dc.publisher.institutionUniversity of Bradfordeng
dc.typeThesiseng
dc.type.qualificationnamePhDen_US
dc.date.awarded2010
refterms.dateFOA2018-07-19T07:44:11Z


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