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Reasons and RationalizationsThe Limits to Organizational Knowledge$
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Chris Argyris

Print publication date: 2004

Print ISBN-13: 9780199268078

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199268078.001.0001

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Inhibiting Double-Loop Learning in Business Organizations

Inhibiting Double-Loop Learning in Business Organizations

Chapter:
(p.34) Chapter 3 Inhibiting Double-Loop Learning in Business Organizations
Source:
Reasons and Rationalizations
Author(s):

Chris Argyris

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199268078.003.0003

Robert Burgelman wrote a rich description of how strategy is shaped in organizations. Although the case study examined here concerns Intel, Burgelman claims that much of the story is relevant to other organizations. This chapter suggests that Burgelman's description is incomplete if his intention is to help practitioners implement strategy effectively. As written, his advice is about structural features that enable strategy implementation. This advice, although very relevant, is abstract and not adequately related to what was going on within Intel as he described it. The chapter shows that if he had included in his focus the theories-in-use that dominated strategy implementation at Intel, this would not only have provided to a richer description but would also have provided insights into how improvements could be made. These insights, in turn, would require alterations in the structural changes that he recommended.

Keywords:   Intel, case study, Robert Burgelman, organizational change, organizational strategy

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