Power and emotion in organizational learning
构建了一个基于权力关系与情感互动的组织学习分析框架，通过跨国企业Hyder PLC的变革案例，揭示了限制组织学习的组织动态，对组织发展和管理实践有参考价值。
This article explores the difference between learning in an organization and organizational learning. I construct a conceptual framework for understanding organizational learning at an organizational level of analysis. This framework is based on the proposition that organizational learning is visible in the organizational dynamics created from the interaction between politics (power relations) and emotion within an organization. Using a combination of psychodynamic theory and reflections on the politics of organizing I develop the idea that organizations are learning when the 'establishment' that is being created through the very process of organizing can be identified and critically reflected upon. I use a case example of a change initiative within Hyder PLC, a multinational company, to identify organizational dynamics that limit organizational learning. In the final part of the article, I discuss the conclusions that emerged from the case example and the implications of these conclusions for the theory and practice of organizational learning.