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

Doron Faran; Fons Wijnhoven

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 proceeding › Conference contribution › Academic › peer-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 language	English
Title of host publication	2011 International Conference on Organizational Learning, Knowledge and Capabilities (OLKC)
Pages	1-31
Number of pages	31
Publication status	Published - Jun 2011
Event	Organization Learning, Knowledge and Capabilities Conference, OLKC 2011 - Hull Business School, Hull, United Kingdom Duration: 12 Apr 2011 → 14 Apr 2011 https://warwick.ac.uk/fac/soc/wbs/conf/olkc/archive/olkc6/

Conference

Conference	Organization Learning, Knowledge and Capabilities Conference, OLKC 2011
Abbreviated title	OLKC 2011
Country/Territory	United Kingdom
City	Hull
Period	12/04/11 → 14/04/11
Internet address	https://warwick.ac.uk/fac/soc/wbs/conf/olkc/archive/olkc6/

Keywords

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

Access to Document

ArticleFinal published version, 367 KBLicence: CC BY-ND

Cite this

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title = "A critical rationalist approach to organizational learning: Testing the theories held by managers",

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.",

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author = "Doron Faran and Fons Wijnhoven",

year = "2011",

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note = "Organization Learning, Knowledge and Capabilities Conference, OLKC 2011, OLKC 2011 ; Conference date: 12-04-2011 Through 14-04-2011",

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AU - Faran, Doron

AU - Wijnhoven, Fons

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N2 - 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.

AB - 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.

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KW - Epistemology

KW - Theory-of-action

KW - Critical rationalism

KW - Action research

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