Chapter

Analyzing Organizational Learning in the Peace Operations Bureaucracy

Thorsten Benner, Stephan Mergenthaler and Philipp Rotmann

in The New World of UN Peace Operations

Published in print June 2011 | ISBN: 9780199594887
Published online September 2011 | e-ISBN: 9780191729065 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780199594887.003.0003
Analyzing Organizational Learning in the Peace Operations Bureaucracy

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Chapter 3 elaborates a framework for the study of organizational learning in the UN peace operations bureaucracy. The chapter builds on the relevant academic literature from the fields of International Relations, Public Administration, and Organization Theory to identify building blocks for a framework to study learning. The chapter defines organizational learning as ‘ a knowledge-based process of questioning and changing organizational rules to change organizational practice ’ . It introduces the different elements of the learning cycle. It also discusses the range of variables that helps or hinders the learning process. Among the variables originating from within the bureaucracy, we distinguish between structural (i.e., the organizational infrastructure for learning) and process factors, such as bureaucratic politics and leadership. Furthermore, the chapter identifies factors originating in the environment of the organization, such as power and interests of member states, as well as the availability of knowledge.

Keywords: peacekeeping; learning; policy cycle; learning cycle; knowledge

Chapter.  7574 words.  Illustrated.

Subjects: International Relations

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