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Empirical investigation of construction contractors' organizational learning
journal contributionposted on 2014-11-20, 14:11 authored by Grant K. Kululanga, Andrew Price, R McCaffer
Conceptual frameworks dominate organizational learning literature with limited empirical assessments. This raises several questions about the validity and applicability of the various conceptual frameworks for how managers can build organizational learning capabilities. As such, lessons from the conceptual frameworks of organizational learning for addressing performance improvement that might have been used by construction contractors have been limited. This paper presents a quantitative analysis of organizational learning by construction contractors. The principles that underlie organizational learning and the factors that promote double-loop learning as a strategy for improving construction contractors’ business processes are presented. The paper has also established the learning orientations and focus of the surveyed construction contractors to determine their organizational learning dimensions as well as the factors that induced their double-loop learning, as rich lessons for organizations in the construction industry.
- Architecture, Building and Civil Engineering
Published inJOURNAL OF CONSTRUCTION ENGINEERING AND MANAGEMENT-ASCE
Pages385 - 391 (7)
CitationKULULANGA, G.K., PRICE, A.D.F. and MCCAFFER, R., 2002. Empirical investigation of construction contractors' organizational learning. Journal of Construction Engineering and Management, 128 (5), pp. 385 - 391.
- VoR (Version of Record)
Publisher statementThis work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/
NotesThis article is closed access.