内容

目次

Introduction: Finding Paths through the Handbook; PART I: INSIGHTS FROMMAJOR SOCIAL SCIENCE DISCIPLINES; 1. Psychological Perspectives onOrganizational Learning; 2. The Sociological Foundations of OrganizationalLearning; 3. The Treatment of Organizational Learning in Management Science;4. A Review and Assessment of Organizational Learning in Economic Theories;5. Anthropology and Organizational Learning; 6. The UnderestimatedContributions of Political Science to Organizational Learning; 7. ThinkingHistorically about Organizational Learning; PART II: EXTERNAL TRIGGERS FORLEARNING; 8. Change in Socioeconomic Values as a Trigger of OrganizationalLearning; 9. Social Movements as Triggers for Organizational Learning; 10.Triggers of Organizational Learning during the Transformation Process inCentral European Countries; 11. Organizational Learning as Guided Responsesto Market Signals; 12. Technological Visions, Technological Development, andOrganizational Learning; PART III: FACTORS AND CONDITIONS SHAPINGORGANIZATIONAL LEARNING; 13. The Social Constitution of Organizations and itsImplications for Organizational Learning; 14. How Organizations Learn fromSuccess and Failure; 15. The Role of Time in Organizational Learning; 16.Effects of Emotions on the Process of Organizational Learning; PART IV:AGENTS OF ORGANIZATIONAL LEARNING; 17. The Individual as Agent ofOrganizational Learning; 18. Leaders as Agents of Organizational Learning;19. The Role of Boards in Facilitating or Limiting Learning in Organizations;20. Labor Unions as Agents of Organizational Learning; 21. Consultants asAgents of Organizational Learning: The importance of marginality; PART V:PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE CREATION; 22. A Theory ofOrganizational Knowledge Creation: Understanding the dynamic process ofcreating knowledge; 23. Media Choice and Organizational Learning; 24.Organizing, Learning, and Strategizing: From construction to delivery; 25.Power and Politics in Organizations: Public and private sector comparisons;26. Identity, Conflict, and Organizational Learning; 27. Rules andOrganizational Learning: The behavioural theory approach; PART V: PROCESSESOF ORGANIZATIONAL LEARNING AND KNOWLEDGE GLOBAL CONTEXT; 28. Learning inMultinationals; 29. Learning Through Strategic Alliances; 30. OrganizationalLearning in International Joint Ventures; 31. Organizational Learning inSupplier Networks; 32. Learning in Global and Local Networks: Experience ofChinese firms in Hong Kong, Singapore, and Taiwan; 33. Learning in ImaginaryOrganizations; PART VII: DEVELOPING LEARNING PRACTICES; 34. CreatingConditions for Organizational Learning; 35. Practices and Tools ofOrganizational Learning; 36. Intellectual Capital and Knowledge Management:Perspectives on Measuring Knowledge; PART VIII: PUTTING KNOWLEDGE INTOPRACTICE; 37. Integrated IT Systems for Knowledge Creation; 38. Scenarios andtheir Contribution to Organizational Learning: From Practice to Theory; 39.Barriers to Organizational Learning; 40. Applying Theory to OrganizationalTransformation; 41. Multimodal Organizational Learning: From misbehaviour togood laboratory practices in the pharmaceutical industry; PART IX:CONCLUSION; 42. Organizational Learning and Knowledge: Reflections on thedynamics of the field and challenges for the future