Globalising the intelligent organisation
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Globalising the intelligent organisation book
This chapter contrasts exploratory with exploitative learning, in order to argue for the importance of both-not just the latter. It considers three case studies briefly: Microsoft, Berlei and Patricks. While Microsoft may often be thought of as the epitome of an ‘intelligent’ organisation, the company has a reputation for unreliable products. Although the employees at the Lithgow plant of Berlei achieved world’s best practice, their jobs were exported offshore, on the basis of the learning that they had achieved for the company. In the case of Patricks, we can see the effect of managerial cleverness (advised by some of the best legal and accounting expertise available) producing fundamentally flawed attempts at reorganisation that failed to consider the social, political or organisational dimensions or consequences of the type of learning unleashed. At the same time, this paper argues a particular case for organisation studies that situates itself within a classical tradition of sociology stretching from Max Weber, through C.Wright Mills, to the present.