A critical rationalist approach to organizational learning: Testing the theories held by managers

Doron Faran*, Fons Wijnhoven

*Corresponding author for this work

Research output: Chapter in Book/Report/Conference proceedingConference contributionAcademicpeer-review

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Abstract

The common wisdom is that Popper's critical rationalism, a method aimed at knowledge validation through falsification of theories, is inadequate for managers in organizations. This study falsifies this argument in three phases: first, it specifies the obstructers that prevent the method from being employed; second, the critical rationalist method is adapted for strategic management purposes; last, the method and the hypotheses are tested via action research. Conclusions are that once the obstructers are omitted the method is applicable and effective.
Original languageEnglish
Title of host publication2011 International Conference on Organizational Learning, Knowledge and Capabilities (OLKC)
Pages1-31
Number of pages31
Publication statusPublished - Jun 2011
EventOrganization Learning, Knowledge and Capabilities Conference, OLKC 2011 - Hull Business School, Hull, United Kingdom
Duration: 12 Apr 201114 Apr 2011
https://warwick.ac.uk/fac/soc/wbs/conf/olkc/archive/olkc6/

Conference

ConferenceOrganization Learning, Knowledge and Capabilities Conference, OLKC 2011
Abbreviated titleOLKC 2011
Country/TerritoryUnited Kingdom
CityHull
Period12/04/1114/04/11
Internet address

Keywords

  • Organizational learning
  • Epistemology
  • Theory-of-action
  • Critical rationalism
  • Action research

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