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Produktbild: Handbook of Organizational Learning and Knowledge

Handbook of Organizational Learning and Knowledge

165,99 €

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

22.05.2003

Abbildungen

w. figs.

Herausgeber

Dierkes Meinolf + weitere

Verlag

Oxford University Press

Seitenzahl

1008

Maße (L/B/H)

24,9/17,2/6 cm

Gewicht

1696 g

Sprache

Englisch

ISBN

978-0-19-829582-2

Beschreibung

Rezension

Finalist for the 2002 Terry Book Award, Academy of Management." An excellent and monumental volume edited by a distinguished group of scholars" Professor Walter Nord, Chairman, Terry Book Award Committee

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

22.05.2003

Abbildungen

w. figs.

Herausgeber

Verlag

Oxford University Press

Seitenzahl

1008

Maße (L/B/H)

24,9/17,2/6 cm

Gewicht

1696 g

Sprache

Englisch

ISBN

978-0-19-829582-2

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: Handbook of Organizational Learning and Knowledge


    • Introduction: Finding Paths through the Handbook


    • Part I: Insights from Major Social Science Disciplines


    • 1: G. W. Maier, C. Prange, and L. von Rosenstiel: Psychological Perspectives of Organizational Learning


    • 2: S. Gherardi and D. Nicolini: The Sociological Foundations of Organizational Learning


    • 3: P. Pawlowsky: The Treatment of Organizational Learning in Management Science


    • 4: C. Boerner, J. T. Macher and D. J. Teece: A Review and Assessment of Organizational Learning in Economic Theories


    • 5: B. Czarniawska: Anthropology and Organizational Learning


    • 6: J. LaPalombara: The Underestimated Contributions of Political Science to Organizational Learning


    • 7: J. Fear: Thinking Historically about Organizational Learning


    • Part II: External Triggers for Learning


    • 8: L. von Rosenstiel and S. Koch: Change in Socioeconomic Values as a Trigger of Organizational Learning


    • 9: J. Kädtler: Social Movements and Interest Groups as Triggers for Organizational Learning


    • 10: H. Merkens, M. Geppert, and D. Antal: Triggers of Organizational Learning during the Transformation Process in Central European Countries


    • 11: J. Stopford: Organizational Learning as Guided Responses to Market Signals


    • 12: M. Dierkes, L. Marz, and C. Teele: Technological Visions, Technological Development, and Organizational Learning


    • Part III: Factors and Conditions Shaping Organizational Learning


    • 13: J. Child and S. Heavens: The Social Constitution of Organizations and its Implications for Organizational Learning


    • 14: W. Starbuck and B. Hedberg: How Organizations Learn from Success and Failure


    • 15: C. Weber and A. Berthoin Antal: The Role of Time in Organizational Learning


    • 16: K. Scherer and V. Tran: Effects of Emotions on the Process of Organizational Learning


    • Part IV: Agents of Organizational Learning


    • 17: V. Friedman: The Individual as Agent of Organizational Learning


    • 18: P. Sadler: Leadership and Organizational Learning


    • 19: R. Tainio, K. Lilja, and T. Santalainen: The Role of Boards in Facilitating or Limiting Learning in Organizations


    • 20: A. Drinkuth, C. Riegler, and R. Wolff: Labor Unions as Learning Organizations and Learning Facilitators


    • 21: A. Berthoin Antal and C. Krebsbach-Gnath: Consultants as Agents of Organizational Learning: The importance of marginality


    • Part V: Processes of Organizational Learning and Knowledge Creation


    • 22: I. Nonaka, R. Toyama, and P. Byosière: A Theory of Organizational Knowledge Creation: Understanding the dynamic process of creating knowledge


    • 23: B. Büchel and S. Raub: Media Choice and Organizational Learning


    • 24: B. Hedberg and R. Wolff: Organizing, Learning, and Strategizing: From construction to delivery


    • 25: J. LaPalombara: Power and Politics in Organizations: Public and private sector comparisons


    • 26: J. Rothman and V. Friedman: Identity, Conflict, and Organizational Learning


    • 27: A. Kieser, N. Beck, and R. Tainio: Rules and Organizational Learning: The behavioural theory approach


    • Part VI: Interorganizational Learning and Knowledge in a Global Context


    • 28: K. Macharzina, M. J. Oesterle, and D. Brodel: Learning in Multinationals


    • 29: J. Child: Learning Through Strategic Alliances


    • 30: M. Lyles: Organizational Learning in International Joint Ventures: The case of Hungary


    • 31: C. Lane: Organizational Learning in Supplier Networks


    • 32: L. S. Tsui-Auch: Learning in Global and Local Networks: Experience of Chinese firms in Hong Kong, Singapore, and Taiwan


    • 33: B. Hedberg and M. Holmqvist: Learning in Imaginary Organizations


    • Part VII: Developing Learning Practices


    • 34: V. Friedman, R. Lipshitz, and W. Overmeer: Creating Conditions for Organizational Learning


    • 35: P. Pawlowsky, J. Forslin, and R. Reinhardt: Practices and Tools of Organizational Learning


    • 36: R. Reinhardt, M. Bornemann, P. Pawlowsky, and U. Schneider: Intellectual Capital and Knowledge Management: Perspectives on measuring knowledge


    • Part VIII: Putting Learning into Practice


    • 37: I. Nonaka, P. Reinmöller, and R. Toyama: Integrated Information Technology Systems for Knowledge Creation


    • 38: G. Galer and K. van der Heijden: Scenarios and Their Contribution to Organizational Learning: From practice to theory


    • 39: A. Berthoin Antal, U. Lenhardt, and R. Rosenbrock: Barriers to Organizational Learning


    • 40: C. Krebsbach-Gnath: Applying Theory to Organizational Transformation


    • 41: C. de Haën, L. S. Tsui-Auch, and M. Alexis: Multimodal Organizational Learning: From misbehaviour to good laboratory practice in the pharmaceutical industry


    • Part IX: Conclusion


    • 42: 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