Handbook Of Organizational Learning And Knowledge

Description:
In an era of far-reaching changes, issues of Organizational Learning 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 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 inter-organizational collaboration. The next sections examine the development of learning practices and provides 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 professionals involved in organizational development, learning, and change.

Review:
Finalist for the 2002 Terry Book Award, Academy of Management.' An excellent and monumental volume edited by a distinguished group of scholars' Professor Walter Nord, Chairman, Terry Book Award Committee For knowledge-based societies like ours, this Handbook is an invaluable and stimulating resource. Volker Hauff, Member of the Board, BearingPoint GmbH, and former German Federal Minister of Research and Technology A very comprehensive tool for students of organizational behaviour in business schools and companies around the world. Jeffrey Garten, Dean, Yale University School of Management This edited volume provides an exhaustive overview of cutting edge scholarship on organizational learning. David Vogel, Editor, California Management Review The handbook unites a distinguished team of international authors ... The learning approach of the editorial team has been to assimilate many disciplines, different contexts and practices. Facilitated by numerous illustrative examples, this volume is designed to prompt intellectual debate, and the development of learning practices among managers, researchers and policy makers. Organization Studies An invaluable reference volume for scholars and students concerned with the leading edge issues involved in organisational development, learning and change. Long Range Planning The editors suggest to approach the book like an oriental bazaar 'the bazaar provides a whole range of goods and follows its own laws'. That means; look everywhere if there is something interesting. And there is. Financial Times Deutschland The book succeeds in taking the reader on a journey through the many diverse approaches, themes, issues and debates surrounding this field. European Business Forum An impressive work of scholarship and teamwork ... the Handbook is strong on theory and surveys of the literature in the field. A good number of chapters stand out as both excellent and illuminating here ... handsomely produced. Journal of General Management

Table of Contents:
Introduction: Finding Paths through the Handbook; PART I: INSIGHTS FROM MAJOR SOCIAL SCIENCE DISCIPLINES; 1. Psychological Perspectives on Organizational Learning; 2. The Sociological Foundations of Organizational Learning; 3. The Treatment of Organizational Learning in Management Science; 4. A Review and Assessment of Organizational Learning in Economic Theories; 5. Anthropology and Organizational Learning; 6. The Underestimated Contributions of Political Science to Organizational Learning; 7. Thinking Historically about Organizational Learning; PART II: EXTERNAL TRIGGERS FOR LEARNING; 8. Change in Socioeconomic Values as a Trigger of Organizational Learning; 9. Social Movements as Triggers for Organizational Learning; 10. Triggers of Organizational Learning during the Transformation Process in Central European Countries; 11. Organizational Learning as Guided Responses to Market Signals; 12. Technological Visions, Technological Development, and Organizational Learning; PART III: FACTORS AND CONDITIONS SHAPING ORGANIZATIONAL LEARNING; 13. The Social Constitution of Organizations and its Implications for Organizational Learning; 14. How Organizations Learn from Success and Failure; 15. The Role of Time in Organizational Learning; 16. Effects of Emotions on the Process of Organizational Learning; PART IV: AGENTS OF ORGANIZATIONAL LEARNING; 17. The Individual as Agent of Organizational Learning; 18. Leaders as Agents of Organizational Learning; 19. The Role of Boards in Facilitating or Limiting Learning in Organizations; 20. Labor Unions as Agents of Organizational Learning; 21. Consultants as Agents of Organizational Learning: The importance of marginality; PART V: PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE CREATION; 22. A Theory of Organizational Knowledge Creation: Understanding the dynamic process of creating knowledge; 23. Media Choice and Organizational Learning; 24. Organizing, Learning, and Strategizing: From construction to delivery; 25. Power and Politics in Organizations: Public and private sector comparisons; 26. Identity, Conflict, and Organizational Learning; 27. Rules and Organizational Learning: The behavioural theory approach; PART V: PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE GLOBAL CONTEXT; 28. Learning in Multinationals; 29. Learning Through Strategic Alliances; 30. Organizational Learning in International Joint Ventures; 31. Organizational Learning in Supplier Networks; 32. Learning in Global and Local Networks: Experience of Chinese firms in Hong Kong, Singapore, and Taiwan; 33. Learning in Imaginary Organizations; PART VII: DEVELOPING LEARNING PRACTICES; 34. Creating Conditions for Organizational Learning; 35. Practices and Tools of Organizational Learning; 36. Intellectual Capital and Knowledge Management: Perspectives on Measuring Knowledge; PART VIII: PUTTING KNOWLEDGE INTO PRACTICE; 37. Integrated IT Systems for Knowledge Creation; 38. Scenarios and their Contribution to Organizational Learning: From Practice to Theory; 39. Barriers to Organizational Learning; 40. Applying Theory to Organizational Transformation; 41. Multimodal Organizational Learning: From misbehaviour to good laboratory practices in the pharmaceutical industry; PART IX: CONCLUSION; 42. Organizational Learning and Knowledge: Reflections on the dynamics of the field and challenges for the future