Quantity versus Quality in Project Based Learning Practices
In the midst of the turbulence wrought by the global economy, it has become common to see projects as an essential medium for achieving change. However, project based learning practices - as a subset of organizational learning practices- have not kept pace with this development. To explore this concern, we have carried out a study on practices adopted by organizations for learning through projects involving nineteen companies from across Europe and from a range of different industries. We use the concepts of variation, selection and retention in organizational learning to analyze our findings and report the challenges faced by project based organizations in each of the areas highlighted. We conclude that time pressures, centralization and deferral are the key characteristics of learning in project based firms and that these impede project based members in learning from and through projects.
|Keywords||centralization, deferral, organizational learning, projects, reflection|
|Publisher||Erasmus Research Institute of Management (ERIM)|
Keegan, A., & Turner, J.R.. (2000). Quantity versus Quality in Project Based Learning Practices (No. ERS-2000-55-ORG). Erasmus Research Institute of Management (ERIM). Retrieved from http://hdl.handle.net/1765/64