Сравнение методов
Просматривайте выбранные методы рядом; строки с различиями подсвечены.
| Шкала организационного обучения× | Инструмент оценки организационной культуры× | |
|---|---|---|
| Область | Организационное поведение | Организационное поведение |
| Семейство | Process / pipeline | Process / pipeline |
| Год появления≠ | 2003 | 1999 |
| Автор метода≠ | Seng Chee Goh; Peter Senge (foundational theory) | Kim S. Cameron and Robert E. Quinn |
| Тип≠ | Self-report scale | Behavioral framework assessment |
| Основополагающий источник≠ | Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. Doubleday. ISBN: 978-0-385-26095-4 | Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass. ISBN: 978-0-470-65014-1 |
| Другие названия | Learning Organization Scale | Cameron-Quinn OCAI |
| Связанные | 4 | 4 |
| Сводка≠ | The Organizational Learning Scale (OLS) is a 21-item instrument measuring organizational capacity to learn and adapt, based on Senge's learning organization framework. Formalized by Goh in 2003, the OLS assesses five dimensions: systems thinking, shared vision, team learning, shared mental models, and personal mastery. | The Organizational Culture Assessment Instrument (OCAI) is a 24-item diagnostic tool that identifies dominant organizational culture types based on the Competing Values Framework (CVF). Developed by Kim S. Cameron and Robert E. Quinn, the OCAI measures cultures across four archetypes: Clan, Adhocracy, Market, and Hierarchy. |
| ScholarGateНабор данных ↗ |
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