Organisational Learning in a Coercive and Authoritarian Environment– A Case Study of a State-Controlled Chinese Organisation

This thesis examines how organisational learning occurs in an authoritarian and coercive environment. It demonstrates that actors can create conditions for learning to take place in an environment formerly thought of as being ill-suited to learning. This thesis has implications for practice, as organisations often practice control on a continuum ranging from enabling to coercive, only one end of which is traditionally viewed as being conducive to learning according to current literature.