Understanding and Creating Whole Organizational Change Through Learning Theory
批评了变革管理中的无理论实用主义，提出将学习理论置于计划变革的核心，通过实践社群概念解释组织惯性与变革的矛盾，并用行动研究案例展示应用，最后提出研究议程。
The management of change has become characterized by an atheoretical pragmatism, overfocused on the political aspects of the change process. Emerging interest in the learning organization provides an occasion to remedy this, by developing a theory of change which is more congruent with the requirement to build learning capacity within organizations. The result should be to place learning theory more centrally within the theory of planned organizational change. This should also reinvigorate action research by defining a wider range of learning technologies and perspectives. The argument is developed by first reviewing theories of learning employed in organizational change. The notion of communities-of-practice is then developed as a core concept to highlight the paradoxical processes of inertia and change centered on groups. A series of examples is then drawn from a recent action research project in order to illustrate the possibilities for applying learning theory. Finally, a research agenda is set out for exploring the role of communities-of-practice, with some preliminary observations from a study of small-medium enterprises.