Organizational Learning Dichotomy Case Study
Tsang (1997) presented in his research article the components of a case study that focused on the research methods on organizational learning. The focus of this paper is to highlight and describe the case study presented in this article that called for a two- pronged approach created to help in communicating the concepts and ideas related to "organizational learning." The main effort of this article examined how organizational learning has broken down into two separate approaches which causes problems and issues in how to approach the subject.
This essay will first give background information regarding this article and its contents by identifying the stakeholders presented in this writing. A general overview of what is at stake will also be presented before narrowing down ideas related to specifically identifying the problem that are at the core of this research case study. The possible solutions regarding the problems that were presented in this article will be highlighted and discussed before finally recommending a solution that is practical.
Identification of Stakeholders and their Problems, Goals and Concerns
The data and analysis contained in the Tsang (1997) article, the case study source article, was premised upon the idea that there is no alignment or consensus regarding the study of organizational learning. He wrote "despite the growing popularity of the term 'organizational learning', writings on the topic have little consensus in terms of definition, perspective, conceptualization, and methodology." Furthermore the article is also based on the idea that out of this grouping of ideas are two streams of inquiry; descriptive and prescriptive.
The comparison between descriptive research and prescriptive writings are argued as the two main approaches to the subject. Each approach is insufficient by itself according to the case study. Neither of these approaches can stand alone and it is necessary that a new paradigm is developed to balance these two forces and provide a clearer pathway to understanding the subject. When this happens, researchers and scholar can begin to apply its principles in a practical and reasonable manner based on scientific inquiry and sound subjective reasoning.
Stakeholder #1: Researchers and Scholars
The nature of the article is based on the idea that researchers cannot find common ground on the concept of "organizational leadership." The word itself suggests that there are many disciplines that connect to this subject. Some...
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