Handbook of Organizational Learning and Knowledge

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Meinolf Dierkes, Ariane Berthoin Antal, John Child, Ikujiro Nonaka
Oxford University Press, 2003 - 979 lappuses
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.

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Finding Paths through the Handbook
xxv
INSIGHTS FROM MAJOR SOCIAL SCIENCE DISCIPLINES
7
INTRODUCTION
9
Psychological Perspectives of Organizational Learning
12
The Sociological Foundations of Organizational Learning
33
The Treatment of Organizational Learning in Management Science
59
A Review and Assessment of Organizational Learning in Economic Theories
87
Anthropology and Organizational Learning
116
Media Choice and Organizational Learning
516
Organizing Learning and Strategizing From Construction to Discovery
533
Power and Politics in Organizations Public and Private Sector Comparisons
555
Identity Conflict and Organizational Learning
580
Rules and Organizational Learning The Behavioral Theory Approach
596
INTERORGANIZATIONAL LEARNING AND KNOWLEDGE IN A GLOBAL CONTEXT
623
INTRODUCTION
625
Learning in Multinationals
629

The Underestimated Contributions of Political Science to Organizational Learning
135
Thinking Historically about Organizational Learning
160
EXTERNAL TRIGGERS FOR LEARNING
191
INTRODUCTION
193
Change in Socioeconomic Values as a Trigger of Organizational Learning
196
Social Movements and Interest Groups as Triggers for Organizational Learning
219
Triggers of Organizational Learning during the Transformation Process in Central European Countries
240
Organizational Learning as Guided Responses to Market Signals
262
Technological Visions Technological Development and Organizational Learning
280
FACTORS AND CONDITIONS SHAPING ORGANIZATIONAL LEARNING
301
Introduction
303
The Social Constitution of Organizations and its Implications for Organizational Learning
306
How Organizations Learn from Success and Failure
325
The Role of Time in Organizational Learning
349
Effects of Emotion on the Process of Organizational Learning
367
AGENTS OF ORGANIZATIONAL LEARNING
391
The Individual as Agent of Organizational Learning
396
The Role of Boards in Facilitating or Limiting Learning in Organizations
426
Labor Unions as Learning Organizations and Learning Facilitators
444
Consultants as Agents of Organizational Learning The Importance of Marginality
460
PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE CREATION
483
A Theory of Organizational Knowledge Creation Understanding the Dynamic Process of Creating Knowledge
489
Learning Through Strategic Alliances
655
Organizational Learning in International Joint Ventures The Case of Hungary
679
Organizational Learning in Supplier Networks
697
Learning in Global and Local Networks Experience of Chinese Firms in Hong Kong Singapore and Taiwan
714
Learning in Imaginary Organizations
731
DEVELOPING LEARNING PRACTICES
751
INTRODUCTION
753
Creating Conditions for Organizational Learning
755
Practices and Tools of Organizational Learning
773
Intellectual Capital and Knowledge Management Perspectives on Measuring Knowledge
792
PUTTING LEARNING INTO PRACTICE
819
INTRODUCTION
821
Integrated Information Technology Systems for Knowledge Creation
825
Scenarios and Their Contribution to Organizational Learning From Practice to Theory
847
Barriers to Organizational Learning
863
Applying Theory to Organizational Transformation
884
Multimodal Organizational Learning From Misbehavior to Good Laboratory Practice in the Pharmaceutical Industry
900
Organizational Learning and Knowledge Reflections on the Dynamics of the Field and Challenges for the Future
919
Name Index
939
Subject Index
956
Autortiesības

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Par autoru (2003)

Meinolf Dierkes is Director of the Research Unit on Organization and Technology at the Wissenschaftszentrum Berlin für 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 für Sozialforschung (Social Science Research Centre, Berlin), and VisitingProfessor 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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