Handbook of Organizational Learning and Knowledge
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Product details:
- Edition number New ed
- Publisher OUP Oxford
- Date of Publication 27 March 2003
- ISBN 9780198295822
- Binding Paperback
- No. of pages1008 pages
- Size 245x172x49 mm
- Weight 1727 g
- Language English
- Illustrations Figures and tables 0
Categories
Short description:
This handbook provides a comprehensive overview of the concept of Organizational Learning and related issues of knowledge in organizations. It explains its origins, current applications, and where it may be going. It provides a full account of varied disciplinary approaches, and discusses major issues in the field. With contributions from leading international experts, the book will be an invaluable resource for scholars, students, and professionals.
MoreLong description:
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.
Finalist for the 2002 Terry Book Award, Academy of Management." An excellent and monumental volume edited by a distinguished group of scholars"
Table of Contents:
Introduction: Finding Paths through the Handbook
Part I: Insights from Major Social Science Disciplines
Psychological Perspectives of Organizational Learning
The Sociological Foundations of Organizational Learning
The Treatment of Organizational Learning in Management Science
A Review and Assessment of Organizational Learning in Economic Theories
Anthropology and Organizational Learning
The Underestimated Contributions of Political Science to Organizational Learning
Thinking Historically about Organizational Learning
Part II: External Triggers for Learning
Change in Socioeconomic Values as a Trigger of Organizational Learning
Social Movements and Interest Groups as Triggers for Organizational Learning
Triggers of Organizational Learning during the Transformation Process in Central European Countries
Organizational Learning as Guided Responses to Market Signals
Technological Visions, Technological Development, and Organizational Learning
Part III: Factors and Conditions Shaping Organizational Learning
The Social Constitution of Organizations and its Implications for Organizational Learning
How Organizations Learn from Success and Failure
The Role of Time in Organizational Learning
Effects of Emotions on the Process of Organizational Learning
Part IV: Agents of Organizational Learning
The Individual as Agent of Organizational Learning
Leadership and Organizational Learning
The Role of Boards in Facilitating or Limiting Learning in Organizations
Labor Unions as Learning Organizations and Learning Facilitators
Consultants as Agents of Organizational Learning: The importance of marginality
Part V: Processes of Organizational Learning and Knowledge Creation
A Theory of Organizational Knowledge Creation: Understanding the dynamic process of creating knowledge
Media Choice and Organizational Learning
Organizing, Learning, and Strategizing: From construction to delivery
Power and Politics in Organizations: Public and private sector comparisons
Identity, Conflict, and Organizational Learning
Rules and Organizational Learning: The behavioural theory approach
Part VI: Interorganizational Learning and Knowledge in a Global Context
Learning in Multinationals
Learning Through Strategic Alliances
Organizational Learning in International Joint Ventures: The case of Hungary
Organizational Learning in Supplier Networks
Learning in Global and Local Networks: Experience of Chinese firms in Hong Kong, Singapore, and Taiwan
Learning in Imaginary Organizations
Part VII: Developing Learning Practices
Creating Conditions for Organizational Learning
Practices and Tools of Organizational Learning
Intellectual Capital and Knowledge Management: Perspectives on measuring knowledge
Part VIII: Putting Learning into Practice
Integrated Information Technology Systems for Knowledge Creation
Scenarios and Their Contribution to Organizational Learning: From practice to theory
Barriers to Organizational Learning
Applying Theory to Organizational Transformation
Multimodal Organizational Learning: From misbehaviour to good laboratory practice in the pharmaceutical industry
Part IX: Conclusion
Organizational Learning and Knowledge: Reflections on the dynamics of the field and challenges for the future
