The purpose of this paper is to examine how learning
and organizational change can be constructed using an example of a created
model in the case study of a strategic management program in a business school. Design/me- thodology/approach: The conceptualized learning
intervention model (LIM) is rooted in an analysis of strategy and
organizational change using intervention theory and methods of behavioral
science. It also draws from theories of adult learning and development with a
focus on building a learning community environment. A case study in a business
school environment was conducted with a learning intervention analysis method. Findings: The research concludes
that strategic management education draws from diverse theoretical perspectives
and learning intervention methods constructed from contextual meaning-making of
knowing within practice outlined as interventionist strategies of learning. The
practitioner research paper provides evidence of LIM’s contexts of knowing and
acting drawing on my professional experiences using coaching and facilitative
roles in the educational case study of a strategic management course. More
specifically, the case study reflects understanding the captured processes that
supported the learning environments such as
the analytical process, collective process, reactive process, and emerging learning process. Practice
implications: The results of the research advance awareness of
theories and methods that educational practitioners apply in coaching and
supporting learners of strategic management education. It considers the
importance of learning interventions by inviting strategic management
practitioners to examine how they integrate the theory and practice of
organizational change in creating better learning environments. Originality/value:This
research adds value by providing the benefits of a case study model integrating
learning and organizational change approaches that integrate theory and
methodologies that guided knowledge creation processes using the LIM analysis
methods. The paper concludes with the suggested practical utility of the LIM
approach, as an
References
[1]
Argyris, C. (1971). Intervention Theory and Method: A Behavioral Science View. Addison-Wesley Publishing.
[2]
Argyris, C. (1993). Knowledge for Actions: A Guide to Overcoming Barriers to Organizational Change. Jossey-Bass Publishers.
[3]
Balogun, J., & Hailey, V. H. (2004). Exploring Strategic Change (2nd ed.). Prentice Hall.
[4]
Balogun, J., Huff, A. S., & Johnson, P. (2003). Three Responses to the Methodological Challenges of Studying Strategizing. Journal of Management Studies, 40, 197-224. https://doi.org/10.1111/1467-6486.t01-1-00009
[5]
Brookfield. S. D. (1986). Understanding and Facilitating Adult Learning. Jossey-Bass Publishers.
[6]
Brophy, J. (2004). Motivating Students to Learn (3rd ed.). Lawrence Erlbaum Publishers. https://doi.org/10.4324/9781410610218
[7]
Burke, W. W. (2002). Organizational Change: Theory and Practice. Sage.
[8]
Creswell, J. W. (2013). Qualitative Inquiry & Research Design (3rd ed.). Sage.
[9]
Cummings, T. G., & Worley, C. G. (2009). Organization Development and Change (9th ed.). South-Western.
[10]
Engeström, Y. (2001). Expansive Learning at Work: Toward Activity Theoretical Reconceptualization. Journal of Education and Work, 14, 133-156. https://doi.org/10.1080/13639080020028747
[11]
Eraut, M. (1985). Knowledge Creation and Knowledge Use in Professional Contexts. Studies in Higher Education, 10, 117-133. https://doi.org/10.1080/03075078512331378549
[12]
Finlay, L. (2008). Reflecting on Reflective Practice. Practice-Based Professional Learning Paper 52, The Open University.
[13]
Fox, M., Martin, P., & Green, G. (2007). Doing Practitioner Research. Sage Publications. https://doi.org/10.4135/9781849208994
[14]
Greiner, L. E., & Schein, V. E. (1988). Power and Organization. Addison-Wesley.
[15]
Grieves, J. (2010). Organizational Change. Oxford University Press.
[16]
Gummesson, E. (2000). Qualitative Methods in Management Research (2nd ed.). Sage.
[17]
Hafsi, T., & Thomas, H. (2005). The Field of Strategy: In Search of a Walking Stick. European Management Journal, 23, 507-519. https://doi.org/10.1016/j.emj.2005.09.006
[18]
Harrison, J. S., & Enz, C. A. (2005). Hospitality Strategic Management: Concepts and Cases. Wiley.
[19]
Jerrell, J. M., & Jerrell, S. L. (1981). Organizational Consultation in School Systems. In J. C. Conoley (Ed.), Consultation in Schools, Theory, Research, Procedures (pp. 133-154). Sage.
[20]
Johnson, G. (1992). Managing Strategic Change—Strategy, Culture, and Action. Long Range Planning, 25, 28-36. https://doi.org/10.1016/0024-6301(92)90307-N
[21]
Latorre-Medina, M. J., & Blanco-Encomienda, F. J. (2013). Strategic Management Is Key to Improving the Quality of Education. Procedia-Social and Behavioral Sciences, 81, 270-274. https://doi.org/10.1016/j.sbspro.2013.06.426
[22]
London, M., & Diamante, T. (2018). Learning Interventions for Consultants. American Psychological Association.
[23]
Manning, T. (2017). The Critical Core. Penguin Books.
[24]
Maranville, S. (2011). The Art of Strategic Management: A Case-Based Exercise. Journal of Management Educations, 35, 782-807. https://doi.org/10.1177/1052562910397500
[25]
McKeown, M. (2020). The Strategy Book. Pearson.
[26]
Mintzberg, H., & Waters, J. A. (1985). Of Strategies, Deliberate and Emergent. Strategic Management Journal, 6, 257-277. https://doi.org/10.1002/smj.4250060306
Olsen, M. D., West J. J., & Yick Tse, E. C. (2008). Strategic Management in the Hospitality Industry (3rd ed.). Pearson.
[29]
Pedler, M. (2008). Action Learning for Managers. Gower.
[30]
Porter, M. E. (2004). Competitive Strategy. Free Press.
[31]
Rothaermel, F. T. (2013). Strategic Management: Concepts and Cases. McGraw-Hill.
[32]
Schön, D. A. (1983). The Reflective Practitioner. Basic Books.
[33]
Sloan, J. (2006). Learning to Think Strategically. Elsevier. https://doi.org/10.4324/9780080458014
[34]
Stacey, R. D. (2011). Strategic Management and Organizational Dynamics (6th ed.). Pearson.
[35]
Sun, L. (2011). The Core Competencies and Strategic Management of Raffles—A Case Study of Singapore Hotel Industry, International Journal of Innovation, Management, and Technology, 2, 270-272.
[36]
Thompson, A. A., & Strickland, A, J. (2003). Strategic Management: Concepts and Cases. McGraw-Hill.
[37]
Thompson, J. D. (2005). Organizations in Actions. Transaction Publishers.
[38]
Whittington, R. (2006). Completing the Practice Turn-In Strategy Research. Organizational Studies, 27, 613-634. https://doi.org/10.1177/0170840606064101
[39]
Yurkofsky, M., Peterson, A. J., Mehta, J. D., Horwitz-Willis, R., & Frumin, K. M. (2020). Research on Continuous Improvement: Exploring the Complexities of Managing Educational Change. Review of Research in Education, 44, 403-433. https://doi.org/10.3102/0091732X20907363
