Please use this identifier to cite or link to this item: https://doi.org/10.1177/0021886301373007
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dc.titleTeaching Old Dogs New Tricks: Implementing Organizational Learning in an Asian National Police Force
dc.contributor.authorTan, T.K.
dc.contributor.authorHeracleous, L.
dc.date.accessioned2016-11-16T11:04:26Z
dc.date.available2016-11-16T11:04:26Z
dc.date.issued2001
dc.identifier.citationTan, T.K., Heracleous, L. (2001). Teaching Old Dogs New Tricks: Implementing Organizational Learning in an Asian National Police Force. The Journal of Applied Behavioral Science 37 (3) : 361-380. ScholarBank@NUS Repository. <a href="https://doi.org/10.1177/0021886301373007" target="_blank">https://doi.org/10.1177/0021886301373007</a>
dc.identifier.issn00218863
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/130302
dc.description.abstractThe authors employed a longitudinal in-depth action research method to explore the implementation of organizational learning in an Asian national police force. They aimed to get an interpretive, in-depth understanding of the related processes of transformational change, as well as the barriers to change, in a machine bureaucracy with entrenched structure & culture not ordinarily conducive to learning & adaptation. They also aimed to explore the applicability of universalist change-management prescriptions in this context. The authors found several structural & cultural barriers to transformational change that were nevertheless being successfully contested through a bottom-up participative change process, the existence of change champions, experiences that challenged the prevailing culture, & change actions that were congruent with the organization's authorizing environment. They also found that universalist change-management prescriptions may not always be relevant because the nature, task, & culture of an organization influence what approaches are appropriate & applicable.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1177/0021886301373007
dc.sourceScopus
dc.typeArticle
dc.contributor.departmentPUBLIC POLICY PROGRAMME
dc.contributor.departmentBUSINESS POLICY
dc.description.doi10.1177/0021886301373007
dc.description.sourcetitleThe Journal of Applied Behavioral Science
dc.description.volume37
dc.description.issue3
dc.description.page361-380
dc.description.codenJABHA
dc.identifier.isiutNOT_IN_WOS
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