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050			_aHD5882 _bH69 2004
100	1		_aStarkey Ken. _919267
245	1		_aHow Organizations Learn.: _bManaging the Search for Knowledge./ _cKen Starkey ,Sue Tempest and Alan Mckinlay .
250			_a2cd ed.
260			_aAustralia: _bThomson، _cc2004.
300			_axii,618 p.: _bill; _c24 cm.
505			_aPart 1. Strategy and learning Introduction 1. A conversation with Chris Argyris: The father of organizational learning - Robert M. Fulmer & J. Bernard Keys 2. The link between individual and organizational learning - Daniel H. Kim 3. The concept of learning in the strategy field: Review and outlook - Brian Leavy 4. The dominant logic: A new linkage between diversity and performance - C.K. Prahalad & Richard Bettis 5. The management of competence and its limits - Ken Starkey & Sue Tempest 6. To avoid organizational crises, unlearn - Paul C. Nystrom & William H. Starbuck 7. Strategic dissonance - Robert A. Burgelman & Andrew S. Grove Part II. Learning, structure and process Introduction 8. Transformative capacity: Continual structuring by intertemporal technology transfer - Raghu Garud & Praveen R. Nayyar 9. A dynamic theory of organizational knowledge creation - Ikujiro Nonaka 10. Designing the innovating organization - Jay R. Galbraith 11. GE's Crotonville: A staging ground for corporate revolution - Noel M. Tichy 12. Communities of practice and social learning systems - Etienne Wenger 13. Beyond network and hierarchies: Latent organizations in the UK television industry - Ken Starkey, Chris Barnatt & Sue Tempest 14. Communities of creation: Managing distributed innovation in turbulent markets - Mohanbir Sawhney & Emanuela Prandelli Part III. Knowledge management Introduction 15. Market, hierarchy and trust: The knowledge economy and the future of capitalism - Paul Adler 16. Knowledge, knowledge work and organisations: An overview and interpretation - Frank Blackler 17. What is organisational knowledge - Hari Tsoukas & E. Vladimison 18. Knowledge work: Ambiguity, image and identity - Mats Alvesson 19. Managing knowledge work - Alan McKinlay 20. Trusting strangers: Work relationships in four high-tech communities - J.A. English-Lueck et al 21. Cool projects, boring institutions - G. Grabner Part IV. Leadership and the learning process Introduction 22.
520			_aOrganizational learning, the examination of how organizations learn as groups rather than as individuals, is a fast growing area of interest, and is now considered an essential factor in business success. This new edition of an already popular text critically examines traditional assumptions about organization and strategy, providing key readings by renowned international authors to help the reader understand and manage the challenge of organizational learning. How Organizations Learn links the two key concepts of leadership and the learning organization in this text, bringing together the key theories and suggesting new directions for studying and managing organizations. The choice of readings highlights the potential synergy between leading and learning, and how organizational structure and management processes impact upon learning, and includes work by numerous key academics. This will be a core text for courses in Organizational Learning and Knowledge Management at advanced undergraduate, MBA and executive training level, and a supplementary text for courses in Strategic Management, HRM and OB.
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