Project-based learning and the role of learning boundaries
UNSPECIFIED. (2004) Project-based learning and the role of learning boundaries. ORGANIZATION STUDIES, 25 (9). pp. 1579-1600. ISSN 0170-8406Full text not available from this repository.
Official URL: http://dx.doi.org/10.1177/0170840604048001
This paper seeks to analyse the extent to which organizations can learn from projects by focusing on the relationship between projects and their organizational context. The paper highlights three dimensions of project-based learning: the practice-based nature of learning, project autonomy and knowledge integration. This analysis generates a number of propositions on the relationship between the learning generated within projects and its transfer to other parts of the organization. In particular, the paper highlights the 'learning boundaries' which emerge when learning within projects creates new divisions in practice. These propositions are explored through a comparative analysis of two case studies of construction projects. This analysis, suggests that the learning boundaries which develop around projects reflect the nested nature of learning, whereby different levels of learning may substitute for each other. Learning outcomes in the cases can thus be analysed in terms of the interplay between organizational learning and project-level learning. The paper concludes that learning boundaries are an important constraint on attempts to exploit the benefits of project-based learning for the wider organization.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Journal or Publication Title:||ORGANIZATION STUDIES|
|Publisher:||SAGE PUBLICATIONS LTD|
|Official Date:||November 2004|
|Number of Pages:||22|
|Page Range:||pp. 1579-1600|
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