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doi:10.3850/978-981-08-7920-4_S1-C31-cd
Dynamic Model of Organizational Learning: De-Escalation of Learning Behaviour
P. T. Chow1, P. S. P. Wong1 and S. O. Cheung2
1Construction Dispute Resolution Research Unit, Department of Building and Construction, City University of Hong Kong, Kowloon, Hong Kong.
2School of Property, Construction and Project Management, RMIT University, Melbourne, Australia.
ABSTRACT
Organizational learning seems to be a legitimate contractors’ response to feedback derived from project monitoring. However, findings from previous studies reveal that (1) learning is conditional; and (2) contractors’ responses to feedback are mercurial and difficult to model by using conventional approaches. This study adopts the catastrophe approach to model the dynamic characteristic of the contractors’ learning behaviour in response to feedback. In terms of the cusp catastrophe model, the three variables, which are behavioural, splitting and control, are identified as practice of organizational learning, attention to feedback and anticipated performance respectively. The proposed model is instrumental for further investigations on the ways to facilitate contractors’ continuous performance improvement in projects while the contractors’ anticipation in meeting the pre-determined project goals is formulated.
Keywords: Organizational learning, Performance feedback, Anticipated performance.
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