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.
List of Figures
List of Tables
Notes on Contributors
Abbreviations
Introduction: Finding paths through the Handbook, A. Berthoin Antal, M. Dierkes, J. Child, and I. Nonaka
Part I: Insights from Major Social Science Disciplines
Introduction
1. Psychological Perspectives on Organizational Learning, G. W. Maier, C. Prange, and L.v.Rosenstiel
2. The Sociological Foundations of Organizational Learning, S. Gherardi and D. Nicolini
3. The Treatment of Organizational Learning in Management Science, P. Pawlowsky
4. A Review and Assessment of Organizational Learning in Economic Theories, C. S. Boerner, J. T. Macher and D. J. Teece
5. Anthropology and Organizational Learning, B. Czarniawska
6. The Underestimated Contributions of Political Science to Organizational Learning, J. LaPalombara
7. Thinking Historically about Organizational Learning, J. Fear
Part II: External Triggers for Learning
Introduction
8. Change in Socioeconomic Values as a Trigger of Organizational Learning, L. von Rosenstiel and S. Koch
9. Social Movements as Triggers for Organizational Learning, J. Kädtler
10. Triggers of Organizational Learning during the Transformation Process in Central European Countries, H. Merkens, M. Geppert, and D. Antal
11. Organizational Learning as Guided Response to Market Signals, J. Stopford
12. Technological Visions, Technological Development, and Organizational Learning, M. Dierkes, L. Marz, and C. Teele
Part III: Factors and Conditions Shaping Organizational Learning
Introduction
13. The Social Constitution of Organizations and its Implications for Organizational Learning, J. Child and S. Heavens
14. How Organizations Learn from Success and Failure, W. Starbuck and B. Hedberg
15. The Role of Time in Organizational Learning, C. Weber and A. Berthoin Antal
16. Effects of Emotions on the Process of Organizational Learning, K. Scherer and V. Tran
Part IV: Agents of Organizational Learning
Introduction
17. The Individual as Agent of Organizational Learning, V. Friedman
18. Leadership and Organizational Learning, P. Sadler
19. The Role of Boards in Facilitating or Limiting Learning in Organizations, R. Tainio, K. Lilja, and T. Santalainen
20. Unions as Learning Organizations and Learning Facilitators, A. Drinkuth, C. Riegler, and R. Wolff
21. Consultants as Agents of Organizational Learning: The importance of marginality, A. Berthoin Antal and C. Krebsbach-Gnath
Part V: Processes of Organizational Learning and Knowledge Creation
Introduction
22. A Theory of Organizational Knowledge Creation: Understanding the dynamic process of creating knowledge, I. Nonaka, R. Toyama, and P. Byosiè're
23. Media Choice and Organizational Learning, B. Büchel and S. Raub
24. Organizing, Learning, and Strategizing: From construction to delivery, B. Hedberg and R. Wolff
25. Power and Politics in Organizations: Public and private sector comparisons, J. LaPalombara
26. Identity, Conflict, and Organizational Learning, J. Rothman and V. Friedman
27. Rules and Organizational Learning: The behavioural theory approach, A. Kieser, K. Beck, and R. Tainio
Part VI: Interorganizational Learning and Knowledge in a Global Context
Introduction
28. Learning in Multinationals, K. Macharzina, M. J. Oesterle, and D. Brodel
29. Learning Through Strategic Alliances, J. Child
30. Organizational Learning in International Joint Ventures, M. Lyles
31. Organizational Learning in Supplier Networks, C. Lane
32. Learning in Global and Local Networks: Experience of overseas Chinese firms, L. S. Tsui-Auch
33. Learning in Imaginary Organizations, B. Hedberg and M. Holmqvist
Part VII: Developing Learning Practices
Introduction
34. Creating Conditions for Organizational Learning, V. Friedman, R. Lipshitz, and W. Overmeer
35. Practices and Tools of Organizational Learning, P. Pawlowsky, J. Förslin, and R. Reinhardt
36. Intellectual Capital and Knowledge Management, R. Reinhardt, M. Bornemann, P. Pawlowsky, and U. Schneider
Part VIII: Putting Knowledge into Practice
Introduction
37. Integrated IT Systems for Knowledge Creation, I. Nonaka, P. Reinmöller, and R. Toyama
38. Scenario Planning and Organizational Learning, G. Galer and K. van der Heijden
39. Barriers to Organizational Learning: Cases from public health, A. Berthoin Antal, U. Lenhardt, and R. Rosenbrock
40. Applying Theory to Organizational Transformation, C. Krebsbach-Gnath
41. Multi-modal Organizational Learning: From misbehaviour to good laboratory practices in the pharmaceutical industry, C. de Haën, L. S. Tsui-Auch, and M. Alexis
Part IX: Conclusion
42. Organizational Learning and Knowledge: Reflections on the dynamics of the field and challenges for the future, A. Berthoin Antal, M. Dierkes, J. Child, and I. Nonaka
Name Index
Subject Index