McBride, F;
(2005)
Learning to practice: Practicing to learn.
Doctoral thesis , UCL (University College London).
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Abstract
There is clearly a lack of consensus regarding the terminology used to describe the APStraciJ eXp 0jtatjon of knowledge in an organisational context. The theory of knowledge exploitation is bound up in various concepts, the most familiar being Organisational Learning, Knowledge Management and the Learning Organisation. This report is an enquiry into the applicability of these concepts to the design led architectural practice. Implicit within this study is a suggestion that the firm can be successfully (re)-designed. Chelsea Football Club provides a good example of a successfully redesigned 'organisation'. Their success is attributable to a combination of management (knowledge), talent (expertise) and investment (organisation). The results over one season have been impressive. This begs the question, is it possible to apply management theory to an architectural firm and achieve similar results The idea that a firm can achieve a competitive advantage by implementing a strategy based on the concept of the learning organisation is appealing, but is it realistic The weakness of the proposition is an assumption that the concepts in question are good in principle and appropriate in practice. If the principles of the learning organisation can be successfully applied to an existing firm, then in theory it should be possible to design a new firm and achieve similar results.
| Type: | Thesis (Doctoral) |
|---|---|
| Title: | Learning to practice: Practicing to learn |
| Open access status: | An open access version is available from UCL Discovery |
| Language: | English |
| Additional information: | Thesis digitised by ProQuest. |
| UCL classification: | |
| URI: | https://discovery.ucl.ac.uk/id/eprint/1569422 |
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