Handbook of Organizational Learning and Knowledge
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Preface |
Introduction—Finding Paths through the Handbook |
Part I - INSIGHTS FROM MAJOR SOCIAL SCIENCE DISCIPLINES |
Chapter 1 |
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Psychological Perspectives of Organizational Learning |
Chapter 2 |
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The Sociological Foundations of Organizational Learning |
Chapter 3 |
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The Treatment of Organizational Learning in Management Science |
Chapter 4 |
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A Review and Assessment of Organizational Learning in Economic Theories |
Chapter 5 |
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Anthropology and Organizational Learning |
Chapter 6 |
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The Underestimated Contributions of Political Science to Organizational Learning |
Chapter 7 |
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Thinking Historically about Organizational Learning |
Part II - EXTERNAL TRIGGERS FOR LEARNING |
Chapter 8 |
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Change in Socioeconomic Values as a Trigger of Organizational Learning |
Chapter 9 |
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Social Movements and Interest Groups as Triggers for Organizational Learning |
Chapter 10 |
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Triggers of Organizational Learning during the Transformation Process in Central European Countries |
Chapter 11 |
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Organizational Learning as Guided Responses to Market Signals |
Chapter 12 |
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Technological Visions, Technological Development, and Organizational Learning |
Part III - FACTORS AND CONDITIONS SHAPING ORGANIZATIONAL LEARNING |
Chapter 13 |
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The Social Constitution of Organizations and its Implications for Organizational Learning |
Chapter 14 |
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How Organizations Learn from Success and Failure |
Chapter 15 |
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The Role of Time in Organizational Learning |
Chapter 16 |
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Effects of Emotion on the Process of Organizational Learning |
Part IV - AGENTS OF ORGANIZATIONAL LEARNING |
Chapter 17 |
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The Individual as Agent of Organizational Learning |
Chapter 18 |
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Leadership and Organizational Learning |
Chapter 19 |
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The Role of Boards in Facilitating or Limiting Learning in Organizations |
Chapter 20 |
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Labor Unions as Learning Organizations and Learning Facilitators |
Chapter 21 |
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Consultants as Agents of Organizational Learning—The Importance of Marginality |
Part V - PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE Creation |
Chapter 22 |
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A Theory of Organizational Knowledge Creation—Understanding the Dynamic Process of Creating Knowledge |
Chapter 23 |
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Media Choice and Organizational Learning |
Chapter 24 |
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Organizing, Learning, and Strategizing—From Construction to Discovery |
Chapter 25 |
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Power and Politics in Organizations—Public and Private Sector Comparisons |
Chapter 26 |
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Identity, Conflict, and Organizational Learning |
Chapter 27 |
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Rules and Organizational Learning—The Behavioral Theory Approach |
Part VI - INTERORGANIZATIONAL LEARNING AND KNOWLEDGE IN A GLOBAL CONTEXT |
Chapter 28 |
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Learning in Multinationals |
Chapter 29 |
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Learning Through Strategic Alliances |
Chapter 30 |
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Organizational Learning in International Joint Ventures—The Case of Hungary |
Chapter 31 |
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Organizational Learning in Supplier Networks |
Chapter 32 |
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Learning in Global and Local Networks—Experience of Chinese Firms in Hong Kong, Singapore, and Taiwan |
Chapter 33 |
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Learning in Imaginary Organizations |
Part VII - DEVELOPING LEARNING PRACTICES |
Chapter 34 |
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Creating Conditions for Organizational Learning |
Chapter 35 |
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Practices and Tools of Organizational Learning
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Chapter 36 |
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Intellectual Capital and Knowledge Management—Perspectives on Measuring Knowledge |
Part VIII - PUTTING LEARNING INTO PRACTICE |
Chapter 37 |
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Integrated Information Technology Systems for Knowledge Creation |
Chapter 38 |
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Scenarios and Their Contribution to Organizational Learning—From Practice to Theory |
Chapter 39 |
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Barriers to Organizational Learning |
Chapter 40 |
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Applying Theory to Organizational Transformation |
Chapter 41 |
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Multimodal Organizational Learning—From Misbehavior to Good Laboratory Practice in the Pharmaceutical Industry |
Part IX - CONCLUSION |
Chapter 42 |
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Organizational Learning and Knowledge—Reflections on the Dynamics of the Field and Challenges for the Future |
