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Linking Organizational Controls and Organizational Learning: Evidences

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New Organizational Forms, Controls, and Institutions

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Abstract

Few research studies have been attentive to how control is exercised in the new organizational context relying on new forms of governances and social structures. This chapter presents the results of a four-year research project. It begins by focusing on the team and individual factors involved in the system of self-regulation of team learning activities. Then, it focuses on identifying the regulative mechanisms, placed at different organizational levels (micro, meso, and macro), which influence the natural process of self-regulation of team learning and innovation Finally, it examines the effect of organizational and team internal factors over the team’s learning and innovation performances.

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  1. Wageningen University, Wageningen, The Netherlands

    Maria Carmela Annosi

  2. LUISS Guido Carli University, Rome, Italy

    Federica Brunetta

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  1. Maria Carmela Annosi
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  2. Federica Brunetta
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Annosi, M.C., Brunetta, F. (2017). Linking Organizational Controls and Organizational Learning: Evidences. In: New Organizational Forms, Controls, and Institutions. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-54750-3_8

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