Limits of the concepts of organisational learning and learning organisation for government-owned international development agencies

Q3 Social Sciences International Journal of Public Sector Performance Management Pub Date : 2022-01-01 DOI:10.1504/ijpspm.2022.10044221

Katsutoshi Fushimi

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引用次数: 1

Abstract

: The concepts of organisational learning and the learning organisation (LO) emerged to cope with a rapidly changing global environment. Yet, little has been discussed about the benefits of the concepts for governmental organisations. This article focuses on a unique type of organisation, namely government-owned international development agencies (GIDAs) and discusses the utility of the concepts for them. First, the article reviews the existing literature on the two concepts and the characteristics of GIDAs. It then argues that the concepts are of limited utility for GIDAs because of the contexts in which GIDAs are embedded. The concepts encourage organisations to take risks, experiment, and perform double-loop learning; however, factors facing GIDAs such as tightly regulated mandates, strict accountability requirements, strong political and bureaucratic pressures, ambiguous goals, and cultural values in overseas offices in non-Western countries discourage the GIDAs from living up to the potential the concepts offer.

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组织学习和学习型组织概念在政府国际发展机构中的局限性

组织学习和学习型组织(LO)的概念是为了应对快速变化的全球环境而出现的。然而，很少有人讨论这些概念对政府组织的好处。本文着重于一种独特的组织类型，即政府拥有的国际发展机构(gida)，并讨论了这些概念对它们的效用。首先，本文回顾了现有文献对两个概念及其特征的研究。然后，它认为这些概念对gada的效用有限，因为gada是嵌入在上下文中。这些概念鼓励组织承担风险，进行实验，并进行双循环学习;然而，在非西方国家的海外办事处，诸如严格监管的任务、严格的责任要求、强大的政治和官僚压力、模糊的目标和文化价值观等因素阻碍了GIDAs发挥其概念所提供的潜力。

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来源期刊

International Journal of Public Sector Performance Management Social Sciences-Public Administration

CiteScore

0.90

自引率

0.00%

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期刊介绍： IJPSPM fosters discussion on performance management in the public sector, with an emphasis on the implementation of performance management technologies. It acknowledges the complexity of public sector performance management as an interface between the values placed upon public sector activities and their implementation. This gap between what is desirable and what is feasible stands at the crossing of many public sector issues such as cultural and ideological processes as well as regulation and economic processes operating over different space-time scales.