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Organizational Management pp 205–228Cite as

Palgrave Macmillan

Deigning Down or Learning Up? Lack of Voice and Dialogue in Change Management of Public Hospitals

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Abstract

Who knows what, at which level, is vital for effective change management, and whether there can be mutual learning. Yet whether this is organizational learning, and how it relates to institutional change (such as reforms of public health systems, or of education, or of a judiciary), is open to question. Thus, there have been some claims that knowledge management (KM) is already an established discipline with a growing and solid base of theory and practice (Mertins et al., 2003, Dalkir, 2011), revealing proven strategies for organizational learning (Malhotra, 2001, O’Dell and Hubert, 2011). Yet Legge (2005) has suggested that the very concept of a learning organization is fraught with both conceptual and practical difficulties. Questioning whether senior management can possibly have knowledge of a whole organization, she claims that the concept of organizational learning displaces that it is people who learn and that to suggest that organizations learn is to reify this.

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Authors
  1. Teresa Carla Oliveira
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  2. Vítor Manuel dos Reis Raposo
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Editor information

Editors and Affiliations

  1. University of Minho, Portugal

    Carolina Machado

  2. University of Aveiro, Portugal

    J. Paulo Davim

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© 2016 Teresa Carla Oliveira and Vítor Manuel dos Reis Raposo

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Oliveira, T.C., dos Reis Raposo, V.M. (2016). Deigning Down or Learning Up? Lack of Voice and Dialogue in Change Management of Public Hospitals. In: Machado, C., Davim, J.P. (eds) Organizational Management. Palgrave Macmillan, London. https://doi.org/10.1057/9781137473080_9

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