Organizational learning, the examination of how organizations learn as groups rather than as individuals, is a fast growing area of interest, and is now considered an essential factor in business success. This new edition of an already popular text critically examines traditional assumptions about organization and strategy, providing key readings by renowned international authors to help the reader understand and manage the challenge of organizational learning. How Organizations Learn links the two key concepts of leadership and the learning organization in this text, bringing together the key…mehr
Organizational learning, the examination of how organizations learn as groups rather than as individuals, is a fast growing area of interest, and is now considered an essential factor in business success. This new edition of an already popular text critically examines traditional assumptions about organization and strategy, providing key readings by renowned international authors to help the reader understand and manage the challenge of organizational learning. How Organizations Learn links the two key concepts of leadership and the learning organization in this text, bringing together the key theories and suggesting new directions for studying and managing organizations. The choice of readings highlights the potential synergy between leading and learning, and how organizational structure and management processes impact upon learning, and includes work by numerous key academics. This will be a core text for courses in Organizational Learning and Knowledge Management at advanced undergraduate, MBA and executive training level, and a supplementary text for courses in Strategic Management, HRM and OB.
PART I: STRATEGY AND LEARNING. Introduction. 1. A conversation with Chris Argyris: The father of organizational learning - Robert M. Fulmer & J. Bernard Keys. 2. The link between individual and organizational learning - Daniel H. Kim. 3. The concept of learning in the strategy field: Review and outlook - Brian Leavy. 4. The dominant logic: A new linkage between diversity and performance - C.K. Prahalad & Richard Bettis. 5. The management of competence and its limits - Ken Starkey & Sue Tempest. 6. To avoid organizational crises, unlearn - Paul C. Nystrom & William H. Starbuck. 7. Strategic dissonance - Robert A. Burgelman & Andrew S. Grove. PART II: LEARNING, STRUCTURE AND PROCESS. Introduction. 8. Transformative capacity: Continual structuring by intertemporal technology transfer - Raghu Garud & Praveen R. Nayyar. 9. A dynamic theory of organizational knowledge creation - Ikujiro Nonaka. 10. Designing the innovating organization - Jay R. Galbraith. 11. GE''s Crotonville: A staging ground for corporate revolution - Noel M. Tichy. 12. Communities of practice and social learning systems - Etienne Wenger. 13. Beyond network and hierarchies: Latent organizations in the UK television industry - Ken Starkey, Chris Barnatt & Sue Tempest. 14. Communities of creation: Managing distributed innovation in turbulent markets - Mohanbir Sawhney & Emanuela Prandelli. PART III: KNOWLEDGE MANAGEMENT. Introduction. 15. Market, hierarchy and trust: The knowledge economy and the future of capitalism - Paul Adler. 16. Knowledge, knowledge work and organisations: An overview and interpretation - Frank Blackler. 17. What is organisational knowledge - Hari Tsoukas & E. Vladimison. 18. Knowledge work: Ambiguity, image and identity - Mats Alvesson. 19. Managing knowledge work - Alan McKinlay. 20.T rusting strangers: Work relationships in four high-tech communities - J.A. English-Lueck et al. 21. Cool projects, boring institutions - G. Grabner. PART IV: LEADERSHIP AND THE LEARNING PROCESS. Introduction. 22. The leader''s new work: Building learning organizations - Peter M. Senge. 23. Second thoughts on team building - Bill Critchley & David Casey. 24. Top management teams and organizational renewal - David K. Hurst, James C. Rush & Roderick E. White. 25. Crucial gaps in the learning organization: Power, politics and ideology - John Coopey. 26. Executive tourism: The dynamics of strategic leadership in the MNC - Ken Starkey & A. McKinlay. 27. Making sense of managerial wisdom - Leon-C. Malan & Mark P. Kriger Organizational identity and learning: A psychodynamic perspective - Andrew D. Brown & Ken Starkey.
PART I: STRATEGY AND LEARNING. Introduction. 1. A conversation with Chris Argyris: The father of organizational learning - Robert M. Fulmer & J. Bernard Keys. 2. The link between individual and organizational learning - Daniel H. Kim. 3. The concept of learning in the strategy field: Review and outlook - Brian Leavy. 4. The dominant logic: A new linkage between diversity and performance - C.K. Prahalad & Richard Bettis. 5. The management of competence and its limits - Ken Starkey & Sue Tempest. 6. To avoid organizational crises, unlearn - Paul C. Nystrom & William H. Starbuck. 7. Strategic dissonance - Robert A. Burgelman & Andrew S. Grove. PART II: LEARNING, STRUCTURE AND PROCESS. Introduction. 8. Transformative capacity: Continual structuring by intertemporal technology transfer - Raghu Garud & Praveen R. Nayyar. 9. A dynamic theory of organizational knowledge creation - Ikujiro Nonaka. 10. Designing the innovating organization - Jay R. Galbraith. 11. GE''s Crotonville: A staging ground for corporate revolution - Noel M. Tichy. 12. Communities of practice and social learning systems - Etienne Wenger. 13. Beyond network and hierarchies: Latent organizations in the UK television industry - Ken Starkey, Chris Barnatt & Sue Tempest. 14. Communities of creation: Managing distributed innovation in turbulent markets - Mohanbir Sawhney & Emanuela Prandelli. PART III: KNOWLEDGE MANAGEMENT. Introduction. 15. Market, hierarchy and trust: The knowledge economy and the future of capitalism - Paul Adler. 16. Knowledge, knowledge work and organisations: An overview and interpretation - Frank Blackler. 17. What is organisational knowledge - Hari Tsoukas & E. Vladimison. 18. Knowledge work: Ambiguity, image and identity - Mats Alvesson. 19. Managing knowledge work - Alan McKinlay. 20.T rusting strangers: Work relationships in four high-tech communities - J.A. English-Lueck et al. 21. Cool projects, boring institutions - G. Grabner. PART IV: LEADERSHIP AND THE LEARNING PROCESS. Introduction. 22. The leader''s new work: Building learning organizations - Peter M. Senge. 23. Second thoughts on team building - Bill Critchley & David Casey. 24. Top management teams and organizational renewal - David K. Hurst, James C. Rush & Roderick E. White. 25. Crucial gaps in the learning organization: Power, politics and ideology - John Coopey. 26. Executive tourism: The dynamics of strategic leadership in the MNC - Ken Starkey & A. McKinlay. 27. Making sense of managerial wisdom - Leon-C. Malan & Mark P. Kriger Organizational identity and learning: A psychodynamic perspective - Andrew D. Brown & Ken Starkey.
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