Collaborative Strategic Improvement through Network Action Learning
Show Less

Collaborative Strategic Improvement through Network Action Learning

The Path to Sustainability

Paul Coughlan and David Coghlan

Improvement is fundamental to the competitiveness of networks and requires the participating firms to collaborate in identifying and introducing changes. This book presents collaborative strategic improvement as a cycle of activities in which firms in a network can engage together. Drawing on actual cases, authors link this cycle with disciplined action learning as a means of building upon experience generated through collaborative action. They describe how a network can learn from experience and deploy that learning in the marketplace.
Buy Book in Print
Show Summary Details

Chapter 11: Action Learning Research in Inter-organizational Settings

Paul Coughlan and David Coghlan

Extract

11. Action learning research in interorganizational settings INTRODUCTION This chapter has two identities: the bonus track at the end of the CD and the ugly duckling. Common to these two identities is the contention that there is no particular reason why this chapter should appear at all. However, as we came to the end of this book on sustainable strategic improvement through network action learning, we realized that an argument could be made for the research potential of action learning; that, maybe, it was an ugly duckling and could provide a firm basis for a form of inquiry that adds unexpectedly to theory as well as to practice. From the outset, we have based the book solidly on managerial initiatives in two different settings where the problem was to transition from a strategic to a learning and transformational network. Action learning characterized both sets of initiatives and formed a basis for sustainable strategic improvement in the settings – that is the generation of actionable knowledge that was useful to the practitioner community. However useful, there is more to these initiatives than merely the generation of usable knowledge for practitioners. There is also clear potential to generate situational knowledge that is theoretically robust and useful for the research community. In our development of the book, we have demonstrated and realized this latter potential. Here, our contributions are to three theoretical domains: operations management, organizational learning and action learning. Rather than to repeat what we have spent the previous chapters presenting, the key...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.


Further information

or login to access all content.