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- W2475514123 abstract "This chapter examines to what extent the implementation of Software Engineering Institute’s Capability Maturity Model (CMM) of software process improvement enables a firm to transform itself into an learning organization (LO). It argues that even though the CMM does lead the software firm forward on the route to learning, it does not go far enough. By recognizing organizational knowledge and organizational learning as the twin pillars of the LO, the author develops a conceptual framework against which the five maturity levels of CMM can be mapped and examined. This allows for an assessment of whether the CMM serves as a silver bullet in achieving the software firm’s goal of reaching the visionary state of the LO." @default.
- W2475514123 created "2016-08-23" @default.
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- W2475514123 date "2009-01-01" @default.
- W2475514123 modified "2023-09-24" @default.
- W2475514123 title "Becoming a Learning Organization in the Software Industry" @default.
- W2475514123 doi "https://doi.org/10.4018/978-1-60566-060-8.ch142" @default.
- W2475514123 hasPublicationYear "2009" @default.
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