Are Theories of Organizational Learning Necessary for Evaluation? SHARP: Are Theories of Organizational Learning Necessary for Evaluation? Are Theories of Organizational Learning Necessary for Evaluation?

Abstract: Most evaluation approaches make assumptions about change processes in the target organization or program. But there is little developed in the way of organizational change theory in the evaluation literature with which to guide evaluation practitioners as a foundation for these assumptions. Current management thinking which links organizational culture with strategic management is interested in constructs like "organizational learning", or "the learning organization". However, in the enthusiasm for this popular concept, theory has out paced research and anecdotal observation has exceeded systematic study and measurement. This paper points to research focusing on two domains of conceptual operationalisation, viz: organizational learning as a change in organizational culture; and organizational learning as the acquisition of knowledge, especially in the exercise of corporate memory. In the public sector evaluation can contribute to both domains, but often the available theory is of little value for use in the evaluation of organisational changes. It is intended to develop evaluation methods which can be used in an attempt to operationalise the assumptions or theories about organizational learning. This is an important step to facilitate evaluation of organisational change. It is not intended to verify any particular theory but to point out some theoretical assumptions which evaluation practitioners are making in this field; assumptions which need to be operationalised in the public sector. Some useful assessment devices and methods of research on organizational learning, are identified which can facilitate operationalisation of organizational learning theory and its use in evaluation of organisational change