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dc.contributor.authorBloch, Didier*
dc.contributor.authorBorges, Nora*
dc.contributor.editorEade, Deborahen
dc.date.accessioned2011-05-24T09:52:53Zen
dc.date.available2011-05-24T09:52:53Zen
dc.date.issued2002-08-01en
dc.identifier.issn0961-4524en
dc.identifier.doi10.1080/0961450220149807en
dc.identifier.urihttp://hdl.handle.net/10546/130552en
dc.descriptionThe research work of Harvard professor Chris Argyris gave rise to much of what is today called organisational learning, an approach subsequently promulgated by Peter Senge and his team at the Massachusetts Institute of Technology. The first section of this paper argues the relevance of organisational learning to NGOs, despite its origins in the study of the private sector. The second section describes a particular project intervention based on organisational learning theory which is currently underway in a Brazilian NGO.<p>This article is hosted by our co-publisher Taylor & Francis.</p>en
dc.format.extent12en
dc.format.mimetypePDFen
dc.language.isoEnglishen
dc.publisherOxfam GBen
dc.publisherRoutledgeen
dc.relation.urlhttp://policy-practice.oxfam.org.uk/publications/organisational-learning-in-ngos-an-example-of-an-intervention-based-on-the-work-130552
dc.subjectApproach and methodology
dc.titleOrganisational learning in NGOs: an example of an intervention based on the work of Chris Argyrisen
dc.typeJournal articleen
dc.identifier.eissn1364-9213en
dc.identifier.journalDevelopment in Practiceen
oxfam.signoff.statusFor public use – can be shared outside Oxfamen
oxfam.subject.countryBrazilen
oxfam.subject.keywordDevelopment methods
oxfam.subject.keywordDevelopment in Practice Journal
oxfam.subject.keywordDiP
prism.issuenameDevelopment and the Learning Organisationen
prism.number3 & 4en
prism.volume12en


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