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dc.contributor.authorLundberg, Craig
dc.contributor.authorBrownell, Judi
dc.date.accessioned2020-09-12T21:09:13Z
dc.date.available2020-09-12T21:09:13Z
dc.date.issued1992-03-03
dc.identifier.other11326926
dc.identifier.urihttps://hdl.handle.net/1813/72165
dc.description.abstractThis manuscript explores the contributions of organizational learning to organizational communication. The study of organizational communication is seen in multi-dimensional terms as the study of how meanings are created, stored, distributed, and modified in the service of organizational performance and change. An overview of organizational communication is provided and organizational learning and its main assumptions are explained. The authors then demonstrate how the incorporation of organizational learning concepts into organizational communication theory permit the integration and extension of much of what is known about how organizational members communicate, learn, and change. An integrative model is presented which explains how individual and organizational understandings are interrelated.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Emerald. Final version published as: Lundberg, C. C., & Brownell, J. (2006). The implications of organizational learning for organizational communication: A review and reformulation. The International Journal of Organizational Analysis, 1(1), 29-53. doi: 10.1108/eb028782 Reprinted with permission. All rights reserved.
dc.subjectorganizational communication
dc.subjectorganizational learning
dc.subjectorganizational culture
dc.titleThe Implications of Organizational Learning for Organizational Communication: A Review and Reformulation
dc.typearticle
dc.relation.doihttps://doi.org/10.1108/eb028782
dc.description.legacydownloadsBrownell40_The_implications.pdf: 72 downloads, before Aug. 1, 2020.
local.authorAffiliationLundberg, Craig: Cornell University
local.authorAffiliationBrownell, Judi: jlb18@cornell.edu Cornell University School of Hotel Administration


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