Taking power seriously in strategic organizational learning
By: VORONOV, Maxim
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Contributor(s): YORKS, Lyle.
Material type: 
ArticlePublisher: Toller Lane, Bradford : Emerald Group Publishing Limited, 2005Subject(s): Emergent strategy | Learning organizations | Management power | PoliticsThe Learning Organization : an international journal 12, 1, p. 9-25Abstract: This paper argues that failing to grasp thoroughly the influence of power on the strategy-making process can severely inhibit the potential of strategy making as a vehicle of organizational learning
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This paper argues that failing to grasp thoroughly the influence of power on the strategy-making process can severely inhibit the potential of strategy making as a vehicle of organizational learning
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