Strategic Management of Technological Learning

"In the fast changing pace of the 21st century economy, this book is an essential reference for all practitioners who face the challenges of creating meaningful learning and knowledge sharing initiatives in modern dynamic businesses. Full of practical examples and tools from companies that are known for having a reputation for successfully leveraging knowledge through technology, this book helps you develop a strategic framework to gain a sustainable competitive advantage based on continuous learning - a "must read" for those who intend to grow their firm's core competencies."- Michael JL Pommier, Senior Advisor, Network Operations and Knowledge Sharing Program, The World Bank Group, Washington, DC"It is this framework that will allow future researchers to address a variety of hypotheses concerning the relationship among learning, strategic planning and organizational performance of technology-driven organizations."-Konstantinos P. Triantis, Professor of Industrial and Systems Engineering, Virginia Tech"One of the most essential values of this book lies in the fact that the author approaches a relevant area of organizational learning which he designates technological learning… Carayannis' contribution to the field of management and technological learning is evident. The extensive use of case examples drawn from the company studies is one of the strengths of the book."-Martha Burkle Bonecchi in Technovation"This book offers much more than a report of a comprehensive study of technological learning. It condenses the author's extensive work on learning…is unique in that empirical evidence is at the center of its argument…is an insightful and incisive look at technology learning…Dr. Carayannis boldly leads us into the complex field of organizational learning, and the difficulties inherent in the learning of technology. I was impressed with the breath of his knowledge and with the contribution of his study to the state of the art in this well traveled area of study."-Elie Geisler

• Introduction. Overview of Decision and Strategy Making Schools. The Concept of Paradigm in Decision-Making. The Concepts of Culture, Feedback, and Learning in Decision Making and Strategy Crafting. Study Methodology. Transport Manufacturing Sector Case Studies. Process Sector Case Studies (Chemicals, Pharmaceuticals and Materials). Electric Power Generation Sector Case Studies (Nuclear Power). Synthesis of Theoretical and Empirical Evidence.