Organizational learning and knowledge management: 2 Learning by organizations
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Cheltenham [u.a.]
Elgar
2008
|
| Schriftenreihe: | The international library of critical writings on business and management
8 |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 522 S. graph. Darst. |
| ISBN: | 9781847204622 |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | Contents
A cknowledgements
Introduction Learning by Individual Organizations Peter S. Whalen and
William H.
Starbuck
PART I CENTRAL ISSUES IN ORGANIZATIONAL LEARNING
1.
Mark Easterby-Smith, Mary Crossan and
Davide Nicolini (2000),
Organizational Learning: Debates Past, Present and Future ,
Journal of Management Studies,
37 (6),
September,
783-96
2.
Anders
Örtenblad
(2002),
Organizational Learning: A Radical
Perspective , International Journal of Management Reviews,
4(1),
March,
87-100
PART II WHAT MAKES LEARNING ORGANIZATIONAL?
3.
Mark Dodgson
(1993),
Organizational Learning: A Review of
Some Literatures , Organization Studies,
14 (3), 375-94
4.
William H.
Starbuck (1992),
Learning by Knowledge-Intensive
Firms , Journal of Management Studies,
29 (6),
November,
713—40
5.
Karl E. Weick and
Karlene H.
Roberts
(1993),
Collective Mind in
Organizations: Heedful Interrelating on Flight Decks ,
Administrative Science Quarterly,
38 (3),
September,
357-81
6.
Ikujiro Nonaka
(1994),
A Dynamic Theory of Organizational
Knowledge Creation , Organization Science,
5 (1),
February,
14-37
7.
Robert M. Grant
(1996),
Prospering in Dynamically-Competitive
Environments: Organizational Capability as Knowledge
Integration , Organization Science,
7 (4),
July-August,
375-87
8.
Mary M. Crossan, Henry W. Lane and Roderick E. White
( 1999),
An Organizational Learning Framework: From Intuition to
Institution , Academy of Management Review,
24 (3),
July,
522-37
PART III COGNITIVE VERSUS BEHAVIORAL LEARNING
9.
C.
Marlene
Fiol
and Marjorie A. Lyles
(1985),
Organizational
Learning , Academy of Management Review,
10 (4),
October,
803-
13
10.
Frédéric
Leroy
and Bernard Ramanantsoa
(1997),
The Cognitive
and Behavioural Dimensions of Organizational Learning in a
Merger: An Empirical Study , Journal of Management Studies,
34(6),
November,
871-94
їх
xi
17
33
53
81
106
130
143
161
172
Ví
Learning by Organizations
PART IV ATTENTION AND INTERPRETATION
11.
Richard L. Daft and Karl E. Weick
(1984),
Toward a Model of
Organizations as Interpretation Systems , Academy of Management
Review,
9 (2),
April,
284-95 199
12.
Wesley M. Cohen and Daniel A. Levinthal
( 1990),
Absorptive
Capacity: A New Perspective on Learning and Innovation ,
Administrative Science Quarterly,
35 (1),
Special Issue, March,
128-52 211
13.
Jane E. Dutton and Janet M. Dukerich
(1991),
Keeping an Eye on
the Mirror: Image and Identity in Organizational Adaptation ,
Academy of Management Journal,
34 (3),
September,
517-54 236
14.
James M. Sinkula
(1994),
Market Information Processing and
Organizational Learning , Journal of Marketing,
58 (1),
January,
35^5 274
PART V MIXING INCREMENTAL CHANGE WITH
REORIENTATION
15.
Linda
Argote
and Dennis Epple
(1990),
Learning Curves in
Manufacturing , Science,
247 (4945), 23
February,
920-4 287
16.
James G. March
(1991),
Exploration and Exploitation in
Organizational Learning , Organization Science,
2 (1),
February,
71-87 292
17.
Theresa K.
Lant
and Stephen J. Mezias
(1992),
An Organizational
Learning Model of Convergence and
Reorientation ,
Organization
Science,
3(1),
Feburary,
47-71 309
18.
Shona L. Brown and Kathleen M. Eisenhardt
( 1997),
The Art of
Continuous Change: Linking Complexity Theory and Time-Paced
Evolution in Relentlessly Shifting Organizations , Administrative
Science Quarterly,
42 (1),
March,
1-34 334
19.
Zi-Lin He and
Poh-
Kam
Wong
(2004),
Exploration vs.
Exploitation: An Empirical Test of the Ambidexterity Hypothesis ,
Organization Science,
15 (4),
July-August,
481-94 368
PART VI LEARNING FROM SUCCESS AND FAILURE
20.
Sim B. Sitkin
(1992),
Learning through Failure: The Strategy of
Small Losses , in Barry M.
Staw
and L.L. Cummings
(eds),
Research in Organizational Behavior: An Annual Series of
Analytical Essays and Critical Reviews. Volume
14,
Greenwich, CT
and London:
JAI
Press Inc.,
231-66 385
21.
Danny Miller
(1993),
The Architecture of Simplicity
,
Academy of
Management Review,
18(1),
January,
116-38 421
22.
William H.
Starbuck (1996),
Unlearning Ineffective or Obsolete
Technologies , International Journal of Technology Management,
11 (7-8),
Special Issue,
725-37 444
Learning by Organizations
23.
Jerker
Denrell and James G. March
(2001),
Adaptation as
Information Restriction: The Hot Stove Effect , Organization
Science,
12 (5),
September-October,
523-38 457
24.
Philippe Baumard and William H.
Starbuck (2005),
Learning from
Failures: Why It May Not Happen , Long Range Planning,
38,
281-98 473
25.
Mark D. Cannon and Amy C. Edmondson
(2005),
Failing to Learn
and Learning to Fail (Intelligently): How Great Organizations Put
Failure to Work to Innovate and Improve
,
Long Range Planning,
38,299-319 491
Name Index
513
|
| adam_txt |
Contents
A cknowledgements
Introduction Learning by Individual Organizations Peter S. Whalen and
William H.
Starbuck
PART I CENTRAL ISSUES IN ORGANIZATIONAL LEARNING
1.
Mark Easterby-Smith, Mary Crossan and
Davide Nicolini (2000),
Organizational Learning: Debates Past, Present and Future',
Journal of Management Studies,
37 (6),
September,
783-96
2.
Anders
Örtenblad
(2002),
Organizational Learning: A Radical
Perspective', International Journal of Management Reviews,
4(1),
March,
87-100
PART II WHAT MAKES LEARNING ORGANIZATIONAL?
3.
Mark Dodgson
(1993),
'Organizational Learning: A Review of
Some Literatures', Organization Studies,
14 (3), 375-94
4.
William H.
Starbuck (1992),
'Learning by Knowledge-Intensive
Firms', Journal of Management Studies,
29 (6),
November,
713—40
5.
Karl E. Weick and
Karlene H.
Roberts
(1993),
'Collective Mind in
Organizations: Heedful Interrelating on Flight Decks',
Administrative Science Quarterly,
38 (3),
September,
357-81
6.
Ikujiro Nonaka
(1994),
'A Dynamic Theory of Organizational
Knowledge Creation', Organization Science,
5 (1),
February,
14-37
7.
Robert M. Grant
(1996),
'Prospering in Dynamically-Competitive
Environments: Organizational Capability as Knowledge
Integration', Organization Science,
7 (4),
July-August,
375-87
8.
Mary M. Crossan, Henry W. Lane and Roderick E. White
( 1999),
'An Organizational Learning Framework: From Intuition to
Institution', Academy of Management Review,
24 (3),
July,
522-37
PART III COGNITIVE VERSUS BEHAVIORAL LEARNING
9.
C.
Marlene
Fiol
and Marjorie A. Lyles
(1985),
Organizational
Learning', Academy of Management Review,
10 (4),
October,
803-
13
10.
Frédéric
Leroy
and Bernard Ramanantsoa
(1997),
'The Cognitive
and Behavioural Dimensions of Organizational Learning in a
Merger: An Empirical Study', Journal of Management Studies,
34(6),
November,
871-94
їх
xi
17
33
53
81
106
130
143
161
172
Ví
Learning by Organizations
PART IV ATTENTION AND INTERPRETATION
11.
Richard L. Daft and Karl E. Weick
(1984),
'Toward a Model of
Organizations as Interpretation Systems', Academy of Management
Review,
9 (2),
April,
284-95 199
12.
Wesley M. Cohen and Daniel A. Levinthal
( 1990),
'Absorptive
Capacity: A New Perspective on Learning and Innovation',
Administrative Science Quarterly,
35 (1),
Special Issue, March,
128-52 211
13.
Jane E. Dutton and Janet M. Dukerich
(1991),
'Keeping an Eye on
the Mirror: Image and Identity in Organizational Adaptation',
Academy of Management Journal,
34 (3),
September,
517-54 236
14.
James M. Sinkula
(1994),
'Market Information Processing and
Organizational Learning', Journal of Marketing,
58 (1),
January,
35^5 274
PART V MIXING INCREMENTAL CHANGE WITH
REORIENTATION
15.
Linda
Argote
and Dennis Epple
(1990),
'Learning Curves in
Manufacturing', Science,
247 (4945), 23
February,
920-4 287
16.
James G. March
(1991),
'Exploration and Exploitation in
Organizational Learning', Organization Science,
2 (1),
February,
71-87 292
17.
Theresa K.
Lant
and Stephen J. Mezias
(1992),
'An Organizational
Learning Model of Convergence and
Reorientation',
Organization
Science,
3(1),
Feburary,
47-71 309
18.
Shona L. Brown and Kathleen M. Eisenhardt
( 1997),
'The Art of
Continuous Change: Linking Complexity Theory and Time-Paced
Evolution in Relentlessly Shifting Organizations', Administrative
Science Quarterly,
42 (1),
March,
1-34 334
19.
Zi-Lin He and
Poh-
Kam
Wong
(2004),
'Exploration vs.
Exploitation: An Empirical Test of the Ambidexterity Hypothesis',
Organization Science,
15 (4),
July-August,
481-94 368
PART VI LEARNING FROM SUCCESS AND FAILURE
20.
Sim B. Sitkin
(1992),
'Learning through Failure: The Strategy of
Small Losses', in Barry M.
Staw
and L.L. Cummings
(eds),
Research in Organizational Behavior: An Annual Series of
Analytical Essays and Critical Reviews. Volume
14,
Greenwich, CT
and London:
JAI
Press Inc.,
231-66 385
21.
Danny Miller
(1993),
"The Architecture of Simplicity'
,
Academy of
Management Review,
18(1),
January,
116-38 421
22.
William H.
Starbuck (1996),
'Unlearning Ineffective or Obsolete
Technologies', International Journal of Technology Management,
11 (7-8),
Special Issue,
725-37 444
Learning by Organizations
23.
Jerker
Denrell and James G. March
(2001),
'Adaptation as
Information Restriction: The Hot Stove Effect', Organization
Science,
12 (5),
September-October,
523-38 457
24.
Philippe Baumard and William H.
Starbuck (2005),
'Learning from
Failures: Why It May Not Happen', Long Range Planning,
38,
281-98 473
25.
Mark D. Cannon and Amy C. Edmondson
(2005),
'Failing to Learn
and Learning to Fail (Intelligently): How Great Organizations Put
Failure to Work to Innovate and Improve'
,
Long Range Planning,
38,299-319 491
Name Index
513 |
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| title | Organizational learning and knowledge management |
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