دانلود رایگان مقاله انگلیسی اشتراک دانش و تغییر سازمانی در مقاطع تحصیلی بالا - امرالد 2017

Introduction

Higher education institutions can obtain significant benefits from the use of organizational learning concepts. University managers and academics can apply organizational learning concepts to analyze the external environment, assess organizational capabilities, and develop and implement strategies to enhance institutional effectiveness. Organizational learning practices can assist leaders in developing responses to external accountability pressures, as well as for addressing organizational performance challenges such as student drop-out rates or rising costs (Kezar, 2005; Dill, 1999). Organizational learning can expand the breadth and complexity of organizational mental models, thus enhancing the institution’s capacity for change and innovation (Senge, 2000).

Conclusions

Discussion of findings

Study findings suggest that knowledge transformation processes do not necessarily mean that one party must surrender its beliefs and adopt the perspectives of more powerful groups. In the FYE case, academics held to their view that FYE seminars should adhere to the norms of their disciplines, while managers retained their perspective on FYE as a mechanism for improving undergraduate student retention. Neither group surrendered its interests. Instead, both groups established a shared commitment to FYE, but for different reasons. Academics became committed to FYE because they believed that the program would provide them with an opportunity to engage in innovative teaching practices within their disciplines. Managers were committed to FYE because they saw the value of the program for improving retention of students and maintaining their tuition revenues. This finding is similar to Galison’s (1999) research on how distinct communities within physics – theorists, experimentalists, and engineers – coordinated their actions without homogenizing the diversity of their interpretations and identities. Galison referred to these interactions as occurring within a “trading zone,” where different parties engage in a transaction for different purposes but achieve a common result.