Organizational learning in public organizations: a case study

public organizations with their distinct characteristics of ambiguous goals, diffused accountability, restricted autonomy and greater environmental pressures are often subject to criticisms about their dysfunctional learning behavior. this study explores how organizational learning processes occur in a public organization in macau through the conceptual lens of powers and politics. the findings indicated that while the ？power of system？ appeared to be the major learning barrier, other types of power, such as ？power of resources？, ？power of processes？ and ？？power of meaning？ helped promote the overall sense-making behavior in the organization. we argue that power should be studied in a more positive way. it depends on whether the power holders could make better use of the appropriate source of power to their advantage in order to overcome the learning barriers.