Performance and sustainability of a company are often viewed as being strongly influenced by its top management. And yet, despite a rich literature in the field of organisational learning, little is known about how the top management of a company acquires and maintains the knowledge of "how to run the business", especially in fastchanging environments. This study focuses on Deutsche Telekom as it sought to transform itself during a turbulent period from a traditional operator into an international, diverse business player This work seeks to extend the theory and understanding of organisational learning to this particular group of people at the apex of the organisation and contributes to the debate of top4level organisational learning (TLOL) as a dynamic capability. The study, which is based upon longitudinal, qualitative research, featuring separate cases embedded within a single, large organisation, explores the methods and outcomes of TLOL. Comparative cases in different organisational settings and business contexts, at corporate and at divisional level, were used in this diversified organisation to empirically investigate the deployed initiatives and methods as well as drivers of and barriers to TLOL.
|Source Sets||Ethos UK|
|Type||Electronic Thesis or Dissertation|
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