Reflection as a core process in organisational learning

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Reframing the Concept of Reflection: Consciousness, Experiential Learning, and Reflective Learning Practices (2011, background): “The concept and practice of reflection has undergone considerable change and development in its definition and application (Illeris, 2007; Mezirow, 1991) and takes different forms in different contexts (Hoyrup, 2004).”
Facilitating Management Learning (2007, background): “This takes place through the dialectical relationship between refl ection and action in which refl ection is a precursor to action, but the process of action leads to further thinking and refl ective processes (Høyrup, 2004).”
Employee-driven innovation and workplace learning: basic concepts, approaches and themes (2010, background): “Innovation can thus be conceived as sustainable change in collective routines; reflection and reflexivity are important concepts for both learning and innovation and can be seen as a core process in organizational learning (Høyrup, 2004).”
Critical reflection: reflecting on learning to be reflective (2011, background): “Hoyrup (2004) concurred, suggesting that critical reflection needs to include the social aspects of reflection and that critical reflection occurs when the individual is able to understand and challenge the validity of their assumptions.”