Powering Tiger: towards a Learning Organisation in a High Power Distance Society
نویسنده
چکیده
We examine power relations at ‘Tiger’; a utility company in Hong Kong, where becoming a ‘learning organisation’ (LO) has been part of the stated mission. Interviews suggested that five vehicles drove a successful LO endeavour: selforganised Total Quality Management (TQM) and Business Process Re-engineering (BPR) programmes, leadership by the managing director and the change programme manager, and managers’ informal individual incidental learning. Trust remained high even as the psychological contract changed. Tiger appeared to avoid most of the problems flagged up by democratic critiques of functionalist humanism and technocratic informality, and by Foucauldian critiques of measurement, classification and surveillance. We discuss Tiger’s achievements and problems as a LO with reference to cultural assumptions in a high power-distance, high collectivist society.
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