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Köp båda 2 för 1891 krProfessor Walter Nord, Chairman, Terry Book Award Committee Finalist for the 2002 Terry Book Award, Academy of Management." An excellent and monumental volume edited by a distinguished group of scholars"
Volker Hauff, Member of the Board, BearingPoint GmbH, and former German Federal Minister of Research and Technology For knowledge-based societies like ours, this Handbook is an invaluable and stimulating resource.
David Vogel, Editor, California Management Review This edited volume provides an exhaustive overview of cutting edge scholarship on organizational learning.
Jeffrey Garten, Dean, Yale University School of Management "A very comprehensive tool for students of organizational behaviour in business schools and companies around the world."
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.
Introduction: Finding Paths through the Handbook; PART I: INSIGHTS FROM MAJOR SOCIAL SCIENCE DISCIPLINES; 1. Psychological Perspectives of 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 and Interest Groups 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. Leadership and Organizational Learning; 19. The Role of Boards in Facilitating or Limiting Learning in Organizations; 20. Labor Unions as Learning Organizations and Learning Facilitators; 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 VI: INTERORGANIZATIONAL LEARNING AND KNOWLEDGE IN A GLOBAL CONTEXT; 28. Learning in Multinationals; 29. Learning Through Strategic Alliances; 30. Organizational Learning in International Joint Ventures: The case of Hungary; 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 LEARNING INTO PRACTICE; 37. Integrated Information Technology 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 practice in the pharmaceutical industry; PART IX: CONCLUSION; 42. Organizational Learning and Knowledge: Reflections on the dynamics of the field and challenges for the future