Handbook of Organizational Learning and Knowledge by Meinolf DierkesHandbook of Organizational Learning and Knowledge by Meinolf Dierkes

Handbook of Organizational Learning and Knowledge

EditorMeinolf Dierkes, Ariane Berthoin Antal, John Child

Paperback | March 1, 2003

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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 overviewof 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 fromvarious 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 ofinterorganizational 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.
Meinolf Dierkes is Director of the Research Unit on Organization and Technology at the Wissenschaftszentrum Berlin fur 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 a...
Title:Handbook of Organizational Learning and KnowledgeFormat:PaperbackDimensions:1008 pages, 9.69 × 6.73 × 1.96 inPublished:March 1, 2003Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0198295820

ISBN - 13:9780198295822


Table of Contents

A. Berthoin Antal, M. Dierkes, J. Child, and I. Nonaka: Introduction: Finding Paths through the HandbookPart I: Insights from Major Social Science Disciplines1. G. W. Maier, C. Prange, and L. von Rosenstiel: Psychological Perspectives of Organizational Learning2. S. Gherardi and D. Nicolini: The Sociological Foundations of Organizational Learning3. P. Pawlowsky: The Treatment of Organizational Learning in Management Science4. C. Boerner, J. T. Macher and D. J. Teece: A Review and Assessment of Organizational Learning in Economic Theories5. B. Czarniawska: Anthropology and Organizational Learning6. J. LaPalombara: The Underestimated Contributions of Political Science to Organizational Learning7. J. Fear: Thinking Historically about Organizational LearningPart II: External Triggers for Learning8. L. von Rosenstiel and S. Koch: Change in Socioeconomic Values as a Trigger of Organizational Learning9. J. Kadtler: Social Movements and Interest Groups as Triggers for Organizational Learning10. H. Merkens, M. Geppert, and D. Antal: Triggers of Organizational Learning during the Transformation Process in Central European Countries11. J. Stopford: Organizational Learning as Guided Responses to Market Signals12. M. Dierkes, L. Marz, and C. Teele: Technological Visions, Technological Development, and Organizational LearningPart III: Factors and Conditions Shaping Organizational Learning13. J. Child and S. Heavens: The Social Constitution of Organizations and its Implications for Organizational Learning14. W. Starbuck and B. Hedberg: How Organizations Learn from Success and Failure15. C. Weber and A. Berthoin Antal: The Role of Time in Organizational Learning16. K. Scherer and V. Tran: Effects of Emotions on the Process of Organizational LearningPart IV: Agents of Organizational Learning17. V. Friedman: The Individual as Agent of Organizational Learning18. P. Sadler: Leadership and Organizational Learning19. R. Tainio, K. Lilja, and T. Santalainen: The Role of Boards in Facilitating or Limiting Learning in Organizations20. A. Drinkuth, C. Riegler, and R. Wolff: Labor Unions as Learning Organizations and Learning Facilitators21. A. Berthoin Antal and C. Krebsbach-Gnath: Consultants as Agents of Organizational Learning: The importance of marginalityPart V: Processes of Organizational Learning and Knowledge Creation22. I. Nonaka, R. Toyama, and P. Byosiere: A Theory of Organizational Knowledge Creation: Understanding the dynamic process of creating knowledge23. B. Buchel and S. Raub: Media Choice and Organizational Learning24. B. Hedberg and R. Wolff: Organizing, Learning, and Strategizing: From construction to delivery25. J. LaPalombara: Power and Politics in Organizations: Public and private sector comparisons26. J. Rothman and V. Friedman: Identity, Conflict, and Organizational Learning27. A. Kieser, N. Beck, and R. Tainio: Rules and Organizational Learning: The behavioural theory approachPart VI: Interorganizational Learning and Knowledge in a Global Context28. K. Macharzina, M. J. Oesterle, and D. Brodel: Learning in Multinationals29. J. Child: Learning Through Strategic Alliances30. M. Lyles: Organizational Learning in International Joint Ventures: The case of Hungary31. C. Lane: Organizational Learning in Supplier Networks32. L. S. Tsui-Auch: Learning in Global and Local Networks: Experience of Chinese firms in Hong Kong, Singapore, and Taiwan33. B. Hedberg and M. Holmqvist: Learning in Imaginary OrganizationsPart VII: Developing Learning Practices34. V. Friedman, R. Lipshitz, and W. Overmeer: Creating Conditions for Organizational Learning35. P. Pawlowsky, J. Forslin, and R. Reinhardt: Practices and Tools of Organizational Learning36. R. Reinhardt, M. Bornemann, P. Pawlowsky, and U. Schneider: Intellectual Capital and Knowledge Management: Perspectives on measuring knowledgePart VIII: Putting Learning into Practice37. I. Nonaka, P. Reinmoller, and R. Toyama: Integrated Information Technology Systems for Knowledge Creation38. G. Galer and K. van der Heijden: Scenarios and Their Contribution to Organizational Learning: From practice to theory39. A. Berthoin Antal, U. Lenhardt, and R. Rosenbrock: Barriers to Organizational Learning40. C. Krebsbach-Gnath: Applying Theory to Organizational Transformation41. C. de Haen, L. S. Tsui-Auch, and M. Alexis: Multimodal Organizational Learning: From misbehaviour to good laboratory practice in the pharmaceutical industryPart IX: Conclusion42. A. Berthoin Antal, M. Dierkes, J. Child, and I. Nonaka: Organizational Learning and Knowledge: Reflections on the dynamics of the field and challenges for the future

Editorial Reviews

`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