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Models of organizational learning: Paradoxes and best practices in the post industrial workplace
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Abstract
In the light of current examples of reengineering, restructuring, mergers and acquisitions, some Canadian organizations in the public, private and not-for-profit sectors provide an environment for individuals and teams to negotiate effectively the kind of organizational change, which has become endemic in today's workplace.
This article presents the results of a three-year research project, conducted between 1998 and 2001, that located and studied, in-depth, four such organizations using organizational learning approaches to embed continuous learning within the actual work context.
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