000			02074naa a2200301uu 4500
001			6033010263321
003			OSt
005			20190211160905.0
008			060330s2006 xx ||||gr |0|| 0 eng d
100	1		_aHARDLESS, Christian _924087
245	1	0	_aCopernicus’ : _bExperiencing a Failing Project for Reflection and Learning
260			_aThousand Oaks, CA : _bSage publications, _cJune 2005
520	3		_aIn this article, we discuss an approach to initiate learning and improvement of practice related to complex business processes in corporations. The approach called PIER (Problem-based learning, Interactive multimedia, Experiential learning and Role-playing) uses interactive multimedia scenarios for role-playing in groups. We describe an action research project where PIER was applied as a large-scale competence development initiative in an industrial setting. The purpose was to facilitate experience sharing, discussion and reflection, with the intention of improving project management practices both at the individual level and the organizational level. The results of the evaluation present a situation where PIER supported organizational maintenance but failed to promote organizational change. Hence our study provides support for several key arguments in the debate about organizational learning; in particular, concerning the relationship between learning interventions and organizational development.
650		4	_aDouble loop learning _924088
650		4	_aExperiential learning _916733
650		4	_aIndividual learning _918024
650		4	_aInteractive multimedia _924089
650		4	_aOrganizational learning _912391
650		4	_aProblem-based learning _924090
650		4	_aRole-playing _924091
650		4	_aSituated learning _924092
700	1		_aNILSSON, Malin _924093
700	1		_aNULDÉN, Urban _924094
773	0	8	_tManagement Learning - The Journal for managerial and organization learning _g36, 2, p. 181-217 _dThousand Oaks, CA : Sage publications, June 2005 _xISSN 1350-5076 _w
942			_cS
998			_a20060330 _b1026^b _cNatália
998			_a20140813 _b0939^b _ckarina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c15323 _d15323
041			_aeng