Edith Cowan University, Australia

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• Introduction 1 On the virtues of practising scholarship: a tribute to Chris Argyris, a ‘timeless learner’ 2 Empowerment: the emperor’s new clothes 3 A conversation with Chris Argyris: the father of organizational learning 4 A biography of Chris Argyris 5 The work of Chris Argyris as critical organization practice 6 Review of Strategy, Change and Defensive Routines by Chris Argyris 7 Review of Reasons and Rationalizations: The Limits to Organizational Knowledge by Chris Argyris 8 Re-reading Organizational Learning: selective memory, forgetting, and adaptation 9 Three faces of Eden: the persistence of competing theories and multiple diagnoses in organizational intervention research 10 A comment on the Argyris–Simon debate 11 Deutero-learning in organizations: a review and a reformulation 12 Commentary on varieties of dialectic change processes 13 Constructing contributions to organizational learning: Argyris and the next generation 14 Strategic change: the search for new equilibria 15 The theory and practice of strategic HRM and participative management: antecedents in early industrial relations 16 Application of theory of action to safety management: recasting the NAT/HRT debate 17 Learning from action: imbedding more learning into the performance fast enough to make a difference 18 Generative knowledge and self-organized learning: reflecting on Don Schön’s research 19 Change-oriented organizational citizenship behaviors: the direct and moderating influence of goal orientation 20 Learning across a living company: the Shell companies’ experiences 21 The spectrum of school–university partnerships: a typology of organizational learning systems 22 When values backfire: leadership, attribution, and disenchantment in a values-driven organization 23 The second generation learning organizations: new tools for sustaining competitive advantage 24 Observations from a long-term, survey-guided consultation with a mining company 25 Personnel and human resources development 26 Action science and negotiation 27 Organizational learning in China 28 ‘Intrapreneurship as a peaceful and ethical transition strategy toward privatization’ 29 Re-thinking empowerment: why is it so hard to achieve? 30 Organisational learning and employees’ intrinsic motivation 31 Organizational silence: a barrier to change and development in a pluralistic world.