1,238
Views
0
CrossRef citations to date
0
Altmetric
Articles

Critical incident technique and action learning to enable organizational learning

ORCID Icon, ORCID Icon & ORCID Icon
Pages 221-238 | Received 17 May 2023, Accepted 29 Aug 2023, Published online: 07 Sep 2023

References

  • Argyris, C., and D. A. Schon. 1996. Organizational Learning II. Reading, MA: Addison Wesley.
  • Bartsch, V., M. Ebers, and I. Maurer. 2013. “Learning in Project-based Organizations: The Role of Project Teams’ Social Capital for Overcoming Barriers to Learning.” International Journal of Project Management 31: 239–251. https://doi.org/10.1016/j.ijproman.2012.06.009.
  • Boak, G., P. Watt, J. Gold, D. Devins, and R. Garvey. 2016. “Procuring a Sustainable Future: An Action Learning Approach to the Development and Modelling of Ethical and Sustainable Procurement Practices.” Action Learning: Research and Practice 13 (3): 204–218. https://doi.org/10.1080/14767333.2016.1215290.
  • Boyatzis, R. E. 1982. The Competent Manager: A Model for Effective Performance. New York: Wiley.
  • Boyatzis, R. E., and F. Ratti. 2009. “Emotional, Social and Cognitive Intelligence Competencies Distinguishing Effective Italian Managers and Leaders in a Private Company and Cooperatives.” Journal of Management Development 28 (9): 821–838. https://doi.org/10.1108/02621710910987674.
  • Bryant, A., and K. Charmaz. 2007. The SAGE Handbook of Grounded Theory. Los Angeles: Sage.
  • Bryman, A. 2015. Social Research Methods. 5th ed. Oxford: Oxford University Press.
  • Butterfield, L. D., W. A. Borgen, N. E. Amundson, and A.-S. T. Maglio. 2005. “Fifty Years of the Critical Incident Technique: 1954–2004 and Beyond.” Qualitative Research 5 (4): 475–497. https://doi.org/10.1177/1468794105056924.
  • Buvik, M. P., O. E. Vie, H. Finnestrand, and K. Skarholt. 2017. “Evaluering av Læringsløpet i Statens Vegvesen Region øst.” SINTEF Raport, 2017:00538. http://hdl.handle.net/11250/2488307.
  • Campbell, T. T., and S. J. Armstrong. 2013. “A Longitudinal Study of Individual and Organisational Learning.” The Learning Organization 20 (3): 240–258. https://doi.org/10.1108/09696471311328479.
  • Charmaz, K. 2003. “Grounded Theory.” In The SAGE Encyclopedia of Social Science Research Methods, edited by M. Lewis-Beck, A. E. Bryman, and T. Futing Liao, 440–444. London: SAGE.
  • Chronéer, D., and F. Backlund. 2015. “A Holistic View on Learning in Project-Based Organizations.” Project Management Journal 46 (3): 61–74.
  • Cleary, S., A. du Toit, V. Scott, and L. Gilson. 2018. “Enabling Relational Leadership in Primary Healthcare Settings: Lessons from the DIALHS Collaboration.” Health Policy and Planning 33 (2): ii65–ii74. https://doi.org/10.1093/heapol/czx135.
  • Coghlan, D., and P. Coughlan. 2010. “Notes Toward a Philosophy of Action Learning Research.” Action Learning: Research and Practice 7 (2): 193–203. https://doi.org/10.1080/14767333.2010.488330.
  • Crossan, M. M., H. W. Lane, and R. E. White. 1999. “An Organizational Learning Framework: From Intuition to Institution.” The Academy of Management Review 24 (3): 522–537. https://doi.org/10.2307/259140.
  • Crossan, M. M., C. C. Maurer, and R. E. White. 2011. “Reflections on the 2009 AMR Decade Award: Do We Have a Theory of Organizational Learning?” Academy of Management Review 36 (3): 446–460. https://doi.org/10.5465/amr.2010.0544.
  • Dainty, A., M.-I. Cheng, and D. R. Moore. 2005. “A Comparison of the Behavioral Competencies of Client-Focused and Production-Focused Project Managers in the Construction Sector.” Project Management Journal 36 (1): 39–48. https://doi.org/10.1177/875697280503600205.
  • De Groot, B., W. Leendertse, and J. Arts. 2022. “Learning Across Teams in Project-Oriented Organisations: The Role of Programme Management.” The Learning Organization 29 (1): 6–20. https://doi.org/10.1108/TLO-06-2020-0118.
  • Easterby-Smith, M., R. Snell, and S. Gherardi. 1998. “Organizational Learning: Diverging Communities of Practice?” Management Learning 29 (3): 259–272. https://doi.org/10.1177/1350507698293001.
  • Edmondson, A. 1999. “Psychological Safety and Learning Behavior in Work Teams.” Administrative Science Quarterly 44 (2): 350–383. https://doi.org/10.2307/2666999.
  • Finne, H., M. Levin, and T. Nilssen. 1995. “Trailing Research: A Model for Useful Program Evaluation.” Evaluation 1 (1): 11–31. https://doi.org/10.1177/135638909500100102.
  • Fisser, S, and M-J Browaeys. 2010. “Team learning on the edge of chaos.” The Learning Organization 17 (1): 58–68.
  • Flanagan, J. C. 1954. “The Critical Incident Technique.” Psychological Bulletin 51 (4): 327–358. https://doi.org/10.1037/h0061470.
  • Flood, R. L., and H. Finnestrand. 2019. “A Mighty Step: Critical Systemic Interpretation of the Learning Organization.” In The Oxford Handbook of the Learning Organization, edited by A. R. Örtenblad, 1–21. Oxford: Oxford University Press.
  • Gillett, K., L. Reed, and L. Bryan. 2017. “Using Action Learning Sets to Support Change in End-of-life Care.” Leadership in Health Services 30 (2): 184–193. https://doi.org/10.1108/LHS-10-2016-0055.
  • Gilson, L., S. Ellokor, U. Lehmann, and L. Brady. 2020. “Organizational Change and Everyday Health System Resilience: Lessons from Cape Town, South Africa.” Social Science & Medicine 266: 113407. https://doi.org/10.1016/j.socscimed.2020.113407.
  • Gold, J. 2014. “Revans Reversed: Focusing on the Positive for a Change.” Action Learning: Research and Practice 11 (3): 264–277. https://doi.org/10.1080/14767333.2014.936927.
  • Greenwood, D. J., and M. Levin. 2007. Introduction to Action Research: Social Research for Social Change. 2nd ed. Thousand Oaks, CA: Sage.
  • Gubbins, C., and L. Dooley. 2021. “Delineating the Tacit Knowledge-Seeking Phase of Knowledge Sharing: The Influence of Relational Social Capital Components.” Human Resource Development Quarterly 32 (3): 319–348. https://doi.org/10.1002/hrdq.21423.
  • Hamlin, R. G., H.-S. Kang, D. S. Chai, and S. Kim. 2022. “Deducing an Emergent South Korean Behavioural Taxonomy of Perceived Managerial and Leadership Effectiveness.” European Journal of Training and Development 46 (1/2): 41–69. https://doi.org/10.1108/EJTD-04-2020-0069.
  • Hamlin, R. G., J. Sawyer, and L. Sage. 2011. “Perceived Managerial and Leadership Effectiveness in a Non-profit Organization: An Exploratory and Cross-sector Comparative Study.” Human Resource Development International 14 (2): 217–234. https://doi.org/10.1080/13678868.2011.558318.
  • Hartmann, A., and A. Dorée. 2015. “Learning Between Projects: More Than Sending Messages in Bottles.” International Journal of Project Management 33 (2): 341–351. https://doi.org/10.1016/j.ijproman.2014.07.006.
  • Herzberg, F., B. Mausner, and B. L. Snyderman. 1959. The Motivation to Work. New York: John Wiley and Sons.
  • Higgs, M., and D. Rowland. 2010. “Emperors With Clothes On: The Role of Self-awareness in Developing Effective Change Leadership.” Journal of Change Management 10 (4): 369–385. https://doi.org/10.1080/14697017.2010.516483.
  • Hopkins, M. M., D. A. O'Neil, and J. K. Stoller. 2015. “Distinguishing Competencies of Effective Physician Leaders.” Journal of Management Development 34 (5): 566–584.
  • Julian, J. 2008. “How Project Management Office Leaders Facilitate Cross-Project Learning and Continuous Improvement.” Project Management Journal 39 (3): 43–58. https://doi.org/10.1002/pmj.20071.
  • Kellie, J., B. Milsom, and E. Henderson. 2012. “Leadership through Action Learning: A Bottom-up Approach to ‘Best Practice’ in ‘Infection Prevention and Control’ in a UK NHS Trust.” Public Money & Management 32 (4): 289–296. https://doi.org/10.1080/09540962.2012.691308.
  • Klemp Jnr, G. O., and D. McClelland. 1986. “Executive Competence: What Characterises Intelligent Functioning among Senior Managers?” In Practical Intelligence: Nature and Origins of Competence in the Everyday World, edited by R. J. Sternberg, and R. K. Wagner, 31–40. Mass: Cambridge University Press.
  • Marquardt, M. 2019. “Building Learning Organizations with Action Learning.” In The Oxford Handbook of the Learning Organization, edited by A. R. Örtenblad, 106–118. Oxford: Oxford University Press.
  • Marsick, V. J., and K. E. Watkins. 1999. “Looking Again at Learning in the Learning Organization: A Tool That Can Turn Into a Weapon!” The Learning Organization 6 (5): 207–211. https://doi.org/10.1108/09696479910299820.
  • Motowidlo, S. J., G. W. Carter, M. D. Dunnette, N. Tippings, S. Werner, J. R. Burnett, and M. J. Vaughan. 1992. “Studies of the Structured Behavioral Interview.” Journal of Applied Psychology 77 (5): 571–587. https://doi.org/10.1037/0021-9010.77.5.571.
  • Mueller, J. 2015. “Formal and Informal Practices of Knowledge Sharing Between Project Teams and Enacted Cultural Characteristics.” Project Management Journal 46 (1): 53–68. https://doi.org/10.1002/pmj.21471.
  • Pedler, M. 2002. “Accessing Local Knowledge: Action Learning and Organizational Learning in Walsall.” Human Resource Development International 5 (4): 523–540. https://doi.org/10.1080/13678860110061732.
  • Pedler, M., and C. Abbott. 2013. Facilitating Action Learning. Maidenhead: McGraw Hill and OU Press.
  • Pedler, M., J. Burgoyne, and C. Brook. 2005. “What Has Action Learning Learned to Become?” Action Learning: Research and Practice 2 (1): 49–68. https://doi.org/10.1080/14767330500041251.
  • Revans, R. W. 1980. Action Learning. London: Blond and Briggs.
  • Revans, R. W. 2011. The ABC of Action Learning. Farnham: Gower.
  • Rose, A.-L., J. Dee, and L. Leisyte. 2020. “Organizational Learning through Projects: A Case of a German University.” The Learning Organization 27 (2): 85–99. https://doi.org/10.1108/TLO-11-2018-0200.
  • Ruiz, C. E., R. G. Hamlin, and L. E. Martinez. 2014. “Managerial and Leadership Effectiveness as Perceived by Managers and Non-managerial Employees in Mexico.” Human Resource Development International 17 (3): 258–276. https://doi.org/10.1080/13678868.2014.896127.
  • Schindler, M, and M J Eppler. 2003. “Harvesting project knowledge: a review of project learning methods and success factors.” International Journal of Project Management 21 (3): 219–228.
  • Senge, P. 1990. The Fifth Discipline. London: Century Business.
  • Spencer, L. M., and S. M. Spencer. 1993. Competence at Work. London: Wiley.
  • Vera, V. 2009. “On Building Bridges, Facilitating Dialogue, and Delineating Priorities: A Tribute to Mark Easterby-Smith and his Contribution to Organizational Learning.” Management Learning 40 (5): 499–511. https://doi.org/10.1177/1350507609341696.
  • Vickers, D. 2013. “A Comparative Study of UK and Taiwanese Chemical Plant Managers.” Cross Cultural Management: An International Journal 20 (3): 386–401. https://doi.org/10.1108/CCM-02-2012-0016.
  • Viergever, R. F. 2019. “The Critical Incident Technique: Method or Methodology?” Qualitative Health Research 29 (7): 1065–1079. https://doi.org/10.1177/1049732318813112.
  • Watkins, K. E., A. D. Ellinger, B. Suh, J. C. Brenes-Dawsey, and L. C. Oliver. 2022. “Further Evolving the Critical Incident Technique (CIT) by Applying Different Contemporary Approaches for Analyzing Qualitative Data in CIT Studies.” European Journal of Training and Development 46 (7/8): 709–726. https://doi.org/10.1108/EJTD-07-2021-0107.
  • Wiewiora, A., A. Chang, and M. Smidt. 2020. “Individual, Project and Organizational Learning Flows Within a Global Project-Based Organization: Exploring What, How and Who.” International Journal of Project Management 38: 201–214. https://doi.org/10.1016/j.ijproman.2020.03.005.
  • Wiewiora, A., M. Smidt, and A. Chang. 2019. “The ‘How’ of Multilevel Learning Dynamics: A Systematic Literature Review Exploring How Mechanisms Bridge Learning Between Individuals, Teams/Projects and the Organization.” European Management Review 16 (1): 93–115. https://doi.org/10.1111/emre.12179.