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dc.contributor.authorDymock, Darrylen_US
dc.date.accessioned2017-05-03T13:26:05Z
dc.date.available2017-05-03T13:26:05Z
dc.date.issued2003en_US
dc.date.modified2010-07-16T06:09:49Z
dc.identifier.issn15234223en_US
dc.identifier.doi10.1177/1523422303005002006en_AU
dc.identifier.urihttp://hdl.handle.net/10072/32316
dc.description.abstractThe problem and the solution. An organization that does not have a history of being a learning organization but has experienced generally confrontational industrial relations began to change its learning culture. This study suggests that even without a systematic approach, some of the features of a learning organization can develop through efforts at the individual and the systemic levels but that the issue of power relationships in the organization is highly significant.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherSage Publications, Inc.en_US
dc.publisher.placeUnited Statesen_US
dc.relation.ispartofpagefrom182en_US
dc.relation.ispartofpageto195en_US
dc.relation.ispartofissue2en_US
dc.relation.ispartofjournalAdvances in Developing Human Resourcesen_US
dc.relation.ispartofvolume5en_US
dc.subject.fieldofresearchcode339999en_US
dc.titleDeveloping a culture of learning in a changing industrial climate: An Australian case studyen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.date.issued2003
gro.hasfulltextNo Full Text
gro.griffith.authorDymock, Darryl


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