000			01720naa a2200205uu 4500
001			7111215562910
003			OSt
005			20190211163248.0
008			071112s2007 xx ||||gr |0|| 0 eng d
100	1		_aENGESTRÖM, Yrjö _933089
245	1	0	_aBeyond discontinuity : _bexpansive organizational learning remembered
260			_aLondon : _bSage Publications, _cJuly 2007
520	3		_aWe analyze traces of past organizational change projects in order to uncover dynamics of continuity and discontinuity of organizational learning in two Finnish primary health care organizations. The method of the study is `archaeological ethnography', which integrates narrative analysis of participants' accounts of past change efforts with analysis of documents and material traces of change. The study shows that similarly motivated expansive learning efforts initiated 15 years ago have been discontinuous in both organizations, punctuated by breaks between projects. But in one case, this discontinuity involved a radical shift in the direction of change efforts, while in the other case the discontinuous projects proceeded in basically the same direction. Mundane discontinuity needs to be distinguished from directional discontinuity. The former may be mended by actions of bridging, while the latter would require joint historical analysis, modeling and argumentation. Directionality emerges as a decisive element of organizational learning
700	1		_aKEROSUO, Hannele _933092
700	1		_aKAJAMAA, Anu _933093
773	0	8	_tManagement Learning _g38, 3, p. 319-336 _dLondon : Sage Publications, July 2007 _xISSN 13505076 _w
942			_cS
998			_a20071112 _b1556^b _cTiago
998			_a20071112 _b1625^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c25006 _d25006
041			_aeng