Handbook of Organizational Learning and Knowledge

Első borító
Meinolf Dierkes, John Child, Ikujiro Nonaka
Oxford University Press, 2003 - 979 oldal
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In an era of far-reaching changes, organizational learning and knowledge creation are high on the agenda of social scientists, managers, and consultants worldwide as they seek to adapt to new environments. The Handbook of Organizational Learning and Knowledge provides a comprehensive overview of how the concept of organizational learning emerged, how it has been used and debated, and where it may be going. It summarizes the state of the art and provides a full account of the diverse approaches, themes, issues, and debates of the field. The handbook unites a distinguished team of international authors, who examine both the central themes and key emerging issues. The coverage extends beyond the American tradition to include the experiences of Europe, Asia, and the Middle East. The book opens with chapters drawing insights from various social science approaches. The following sections examine fundamental issues concerning the external triggers, factors and conditions, agents,and processes of organizational learning. Subsequent chapters review the subject within a global context, looking in particular at processes of interorganizational learning and knowledge transfer. The next sections examine the development of learning practices and provide case studies to illustrate organizational learning and knowledge creation. The book concludes with an analysis of the state of the art and an agenda for the future. This handbook will be an invaluable reference tool for scholars and students in the social sciences, as well as for professional involved in organizational development, learning, and change.
  

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Tartalomjegyzék

Finding Paths through the Handbook
1
INSIGHTS FROM MAJOR SOCIAL SCIENCE DISCIPLINES
9
INTRODUCTION
11
Psychological Perspectives of Organizational Learning
14
The Sociological Foundations of Organizational Learning
35
The Treatment of Organizational Learning in Management Science
61
A Review and Assessment of Organizational Learning in Economic Theories
89
Anthropology and Organizational Learning
118
Media Choice and Organizational Learning
518
Organizing Learning and Strategizing From Construction to Discovery
535
Power and Politics in Organizations Public and Private Sector Comparisons
557
Identity Conflict and Organizational Learning
582
Rules and Organizational Learning The Behavioral Theory Approach
598
INTERORGANIZATIONAL LEARNING AND KNOWLEDGE IN A GLOBAL CONTEXT
625
INTRODUCTION
627
Learning in Multinationals
631

The Underestimated Contributions of Political Science to Organizational Learning
137
Thinking Historically about Organizational Learning
162
EXTERNAL TRIGGERS FOR LEARNING
193
INTRODUCTION
195
Change in Socioeconomic Values as a Trigger of Organizational Learning
198
Social Movements and Interest Groups as Triggers for Organizational Learning
221
Triggers of Organizational Learning during the Transformation Process in Central European Countries
242
Organizational Learning as Guided Responses to Market Signals
264
Technological Visions Technological Development and Organizational Learning
282
FACTORS AND CONDITIONS SHAPING ORGANIZATIONAL LEARNING
303
Introduction
305
The Social Constitution of Organizations and its Implications for Organizational Learning
308
How Organizations Learn from Success and Failure
327
The Role of Time in Organizational Learning
351
Effects of Emotion on the Process of Organizational Learning
369
AGENTS OF ORGANIZATIONAL LEARNING
393
The Individual as Agent of Organizational Learning
398
The Role of Boards in Facilitating or Limiting Learning in Organizations
428
Labor Unions as Learning Organizations and Learning Facilitators
446
Consultants as Agents of Organizational Learning The Importance of Marginality
462
PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE CREATION
485
A Theory of Organizational Knowledge Creation Understanding the Dynamic Process of Creating Knowledge
491
Learning Through Strategic Alliances
657
Organizational Learning in International Joint Ventures The Case of Hungary
681
Organizational Learning in Supplier Networks
699
Learning in Global and Local Networks Experience of Chinese Firms in Hong Kong Singapore and Taiwan
716
Learning in Imaginary Organizations
733
DEVELOPING LEARNING PRACTICES
753
INTRODUCTION
755
Creating Conditions for Organizational Learning
757
Practices and Tools of Organizational Learning
775
Intellectual Capital and Knowledge Management Perspectives on Measuring Knowledge
794
PUTTING LEARNING INTO PRACTICE
821
INTRODUCTION
823
Integrated Information Technology Systems for Knowledge Creation
827
Scenarios and Their Contribution to Organizational Learning From Practice to Theory
849
Barriers to Organizational Learning
865
Applying Theory to Organizational Transformation
886
Multimodal Organizational Learning From Misbehavior to Good Laboratory Practice in the Pharmaceutical Industry
902
Organizational Learning and Knowledge Reflections on the Dynamics of the Field and Challenges for the Future
921
Name Index
941
Subject Index
958
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A szerzőről (2003)

Meinolf Dierkes is Director of the Research Unit on Organization and Technology at the Wissenschaftszentrum Berlin fur Sozialforschung (Social Science Research Centre, Berlin), and Professor at the Technical University of Berlin. Ariane Berthoin Antal is Program Leader for Organizational Learning in the Research Unit on Organization and Technology at the Wissenschaftszentrum Berlin fur Sozialforschung (Social Science Research Centre, Berlin), and Visiting Professor at Henley Management College. John Child is Professor of Commerce at the University of Birmingham. Ilujiro Nonaka is Professor at the Graduate School of International Corporate Strategy, Hitotsubashi, Tokyo.

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