Power and emotion in organizational learning

By Russ Vince. 2001

275 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/dc41378268187a34d04b2c76f9f49f92bc020518

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

Citations in the corpus

Organizational resilience: a capability-based conceptualization (2019, background): “From the innovation and learning literature, we know that cognitive processes, learning, and capabilities in organizations are associated with power relationships (e.g., Contu and Willmott 2003; Todorova and Durisin 2007; Vince 2001).”
Organizational Learning: A Socio-Cognitive Framework (2003, background): “The literature on organizational learning operationalizes emotions as motivations, anxiety, stress, and commitment (Vince, 2001).”
Emotional and learning capability and their impact on product innovativeness and firm performance (2007, background): “For instance, Vince (2001) noted that learning primarily occurs in the context of social relations and their complex interactions, which are profoundly influenced by both individual and collective emotions.”
Operationalising critically reflective work behaviour (2008, background): “Furthermore, many of the existing definitions of critical reflection focus on individual reflection, while social interaction is an important source of reflection, and reflection is a widely recognised element in organisational learning (Cunliffe and Easterby-Smith, 2004; Vince, 2001).”
Action learning and organizational learning: power, politics and emotion in organizations1 (2004, background): “From this perspective, organizational designs are (consciously and unconsciously) built from the characteristic emotions and politics within which active attempts at both learning and organizing take place (Vince, 2001, 2002b).”
The Impact of Caution and Blame on Organizational Learning (2004, background): “Previous studies (Fineman and Sturdy, 1999; Vince 2001, 2002a) have begun to provide insights about the interplay between emotion and politics, and the impact this has on organizing and learning.”
Learning Shock (2005, background): “importance of emotional factors both for individual and for organizational learning can hardly be overestimated (Antonacopoulou and Gabriel, 2001; Fineman, 1997, 2000a,b; French and Vince, 1999a,b; Gabriel, 1998; Höpfl and Linstead, 1997; Vince, 2001).”
Anxiety, Politics and Critical Management Education (2010, unknown): “‘Being uncomfortable’ is a state that promotes learning as much as (if not more than) preventing it. have in the connection between emotion and politics 2 in organizations (Vince 2001 and 2004).”
Explaining Discontinuity in Organizational Learning: A Process Analysis (2010, background): “The social embeddedness of organizational learning involves power and politics (Coopey and Burgoyne 2000; Lawrence et al. 2005; Vince 2001).”
Corporate venture capital as a means of radical innovation: Relational fit, social capital, and knowledge transfer (2007, background): “Our next hypothesis draws on Scholl (2003) and related research (Bower, 1992; Tran, 1998; Vince, 2001):”