Handbook of Organizational Learning and Knowledge

Első borító
Meinolf Dierkes, Ariane Berthoin Antal, John Child, Ikujiro Nonaka
Oxford University Press, 2003 - 979 oldal
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 overviewof 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 fromvarious 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 ofinterorganizational 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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Finding Paths through the Handbook
xxiii
INSIGHTS FROM MAJOR SOCIAL SCIENCE DISCIPLINES
5
INTRODUCTION
7
The Sociological Foundations of Organizational Learning
31
The Treatment of Organizational Learning in Management Science
57
A Review and Assessment of Organizational Learning in Economic Theories
85
Anthropology and Organizational Learning
114
The Underestimated Contributions of Political Science to Organizational Learning
133
Power and Politics in Organizations Public and Private Sector Comparisons
553
Identity Conflict and Organizational Learning
578
Rules and Organizational Learning The Behavioral Theory Approach
594
INTERORGANIZATIONAL LEARNING AND KNOWLEDGE IN A GLOBAL CONTEXT
621
INTRODUCTION
623
Learning in Multinationals
627
Learning Through Strategic Alliances
653
Organizational Learning in International Joint Ventures The Case of Hungary
677

Thinking Historically about Organizational Learning
158
EXTERNAL TRIGGERS FOR LEARNING
189
INTRODUCTION
191
Social Movements and Interest Groups as Triggers for Organizational Learning
217
Triggers of Organizational Learning during the Transformation Process in Central European Countries
238
Organizational Learning as Guided Responses to Market Signals
260
Technological Visions Technological Development and Organizational Learning
278
FACTORS AND CONDITIONS SHAPING ORGANIZATIONAL LEARNING
299
Introduction
301
How Organizations Learn from Success and Failure
323
The Role of Time in Organizational Learning
347
Effects of Emotion on the Process of Organizational Learning
365
AGENTS OF ORGANIZATIONAL LEARNING
389
The Role of Boards in Facilitating or Limiting Learning in Organizations
424
Labor Unions as Learning Organizations and Learning Facilitators
442
Consultants as Agents of Organizational Learning The Importance of Marginality
458
PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE CREATION
481
A Theory of Organizational Knowledge Creation Understanding the Dynamic Process of Creating Knowledge
487
Media Choice and Organizational Learning
514
Organizing Learning and Strategizing From Construction to Discovery
531
Organizational Learning in Supplier Networks
695
Learning in Global and Local Networks Experience of Chinese Firms in Hong Kong Singapore and Taiwan
712
Learning in Imaginary Organizations
729
DEVELOPING LEARNING PRACTICES
749
INTRODUCTION
751
Creating Conditions for Organizational Learning
753
Practices and Tools of Organizational Learning
771
Intellectual Capital and Knowledge Management Perspectives on Measuring Knowledge
790
PUTTING LEARNING INTO PRACTICE
817
INTRODUCTION
819
Integrated Information Technology Systems for Knowledge Creation
823
Scenarios and Their Contribution to Organizational Learning From Practice to Theory
845
Barriers to Organizational Learning
861
Applying Theory to Organizational Transformation
882
Multimodal Organizational Learning From Misbehavior to Good Laboratory Practice in the Pharmaceutical Industry
898
Organizational Learning and Knowledge Reflections on the Dynamics of the Field and Challenges for the Future
917
Name Index
937
Subject Index
954
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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 OrganizationalLearning 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 isProfessor at the Graduate School of International Corporate Strategy, Hitotsubashi, Tokyo.

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