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Past Organizational Change and Managerial Evaluations of Crisis: A Case of Double-Loop Learning Effects in Non-Profit Organizations
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Mano, Rita S. – Journal of Workplace Learning, 2010
Purpose: This paper examines the critical effect of learning from past changes on employees' evaluations regarding the extent that a crisis can be controlled and prevented. It is suggested that previous changes incorporate elements of a double-loop learning process that shape managerial perceptions of crisis controllability and crisis prevention.…
Descriptors: Foreign Countries, Nonprofit Organizations, Learning Theories, Problem Solving