Organizational learning and emotion: constructing collective meaning in support of strategic themes

Shipton, H ORCID: https://orcid.org/0000-0003-4006-7923 and Sillince, J, 2013. Organizational learning and emotion: constructing collective meaning in support of strategic themes. Management Learning, 44 (5), pp. 493-510. ISSN 1461-7307

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Abstract

Missing in the organizational learning literature is an integrative framework that reflects the emotional as well as the cognitive dynamics involved. Here, we take a step in this direction by focusing in depth over time (five years) on a selected organization which manufactures electronic equipment for the office industry. Drawing on personal construct theory, we define organizational learning as the collective re-construal of meaning in the direction of strategically significant themes. We suggest that emotions arise as members reflect on progress or lack of progress in achieving organizational learning. Our evidence suggests that invalidation – where organizational learning fails to correspond with expectations – gives rise to anxiety and frustration, while validation – where organizational learning is aligned with or exceeds expectations – evokes comfort or excitement. Our work aims to capture the key emotions involved as organizational learning proceeds.

Item Type:	Journal article
Publication Title:	Management Learning
Creators:	Shipton, H. and Sillince, J.
Publisher:	Sage
Date:	2013
Volume:	44
Number:	5
ISSN:	1461-7307
Identifiers:	Number Type 10.1177/1350507612450547 DOI
Rights:	© The Author(s) 2012. Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.
Divisions:	Schools > Nottingham Business School
Record created by:	EPrints Services
Date Added:	09 Oct 2015 10:09
Last Modified:	09 Jun 2017 13:20
URI:	https://irep.ntu.ac.uk/id/eprint/8587

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