L. Cross Robert, B. Israelit Jr Spson

• Knowledge-based Strategy to Guide Learning; Part 1 The Core Competence of the Corporation *, C. K. Prahalad and, and Gary Hamel; Part 2 A Competence Perspective on Strategic Learning and Knowledge Management *, Ron Sanchez, Aimé Heene; Part 3 Organizational Level Learning; Part 4 Absorptive Capacity: A New Perspective- on Learning and Innovation *, M. Cohen Wesely, A. Levinthal Daniel; Part 5 Feeding Organizational Memory: Improving on Knowledge Management's Promise to Business Performancet, Cross Rob, Lloyd Baird; Part 6 The Factory as a Learning Laboratory, Leonard-Barton* Dorothy; Part 7 Understanding Organizations as Learning Systems; Part 8 Community; Part 9 Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation *; Part 10 Legitimate Peripheral Participation in Communities of Practice *; Part 11 Team Level; Part 12 From Action Learning to Learning from Action: Implementing the after Action Review; Part 13 Learning from Mistakes Is Easier Said than Done: Group and Organizational Influences on the Detection and Correction of Human Error *; Part 14 Taking Flight: Dialogue, Collective Thinking, and Organizational Learning; Part 15 Teams as Learners: A Research-based Model of Team Learning *; Part 16 Individual Level; Part 17 Teaching Smart People How to Learn *; Part 18 Learning from Experience Through Reflection; Part 19 The Process of Experiential Learning *;

L. Cross Robert, B. Israelit Jr Spson

• Knowledge-based Strategy to Guide Learning; Part 1 The Core Competence of the Corporation *, C. K. Prahalad and, and Gary Hamel; Part 2 A Competence Perspective on Strategic Learning and Knowledge Management *, Ron Sanchez, Aimé Heene; Part 3 Organizational Level Learning; Part 4 Absorptive Capacity: A New Perspective- on Learning and Innovation *, M. Cohen Wesely, A. Levinthal Daniel; Part 5 Feeding Organizational Memory: Improving on Knowledge Management's Promise to Business Performancet, Cross Rob, Lloyd Baird; Part 6 The Factory as a Learning Laboratory, Leonard-Barton* Dorothy; Part 7 Understanding Organizations as Learning Systems; Part 8 Community; Part 9 Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation *; Part 10 Legitimate Peripheral Participation in Communities of Practice *; Part 11 Team Level; Part 12 From Action Learning to Learning from Action: Implementing the after Action Review; Part 13 Learning from Mistakes Is Easier Said than Done: Group and Organizational Influences on the Detection and Correction of Human Error *; Part 14 Taking Flight: Dialogue, Collective Thinking, and Organizational Learning; Part 15 Teams as Learners: A Research-based Model of Team Learning *; Part 16 Individual Level; Part 17 Teaching Smart People How to Learn *; Part 18 Learning from Experience Through Reflection; Part 19 The Process of Experiential Learning *;