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Organizational Learning During Changes in Estonian Organization
Abstract
This chapter analyzes organizational changes and organizational learning in Estonian companies. During the last decades, Estonia has transformed from being an authoritarian, centralised, totalitarian, socialist state to a democratic country with a free market economy and different attitudes and values. Empirical study in Estonian organizations indicates connections between the institutionalization stage at the societal level and types of changes and organizational learning within organizations. The author proposes the model connecting changes and learning in organizations during societal transience, which could help managers of international companies to plan and implement changes in subsidiaries locating in countries in transition.
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