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Runner up with special mention for the Terry Book Award, Academy of Management, Denver 2002, 'for the most outstanding contribution to the advancement of management knowledge'.

Handbook of Organizational Learning and Knowledge

Edited by Meinolf Dierkes, Edited by Ariane Berthoin Antal, John Child, and Ikujiro Nonaka

Price: £98.00 (Hardback)
ISBN-13: 978-0-19-829583-9
Publication date: 2 August 2001
1006 pages, numerous figures and tables, 246x171 mm

A sample of this book is available in PDF format
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Reviews
  • '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
  • 'For knowledge-based societies like ours, this Handbook is an invaluable and stimulating resource.' - Volker Hauff, Member of the Board, BearingPoint GmbH, and former German Federal Minister of Research and Technology
  • 'A very comprehensive tool for students of organizational behaviour in business schools and companies around the world.' - Jeffrey Garten, Dean, Yale University School of Management
  • 'This edited volume provides an exhaustive overview of cutting edge scholarship on organizational learning.' - David Vogel, Editor, California Management Review
  • 'The handbook unites a distinguished team of international authors ... The learning approach of the editorial team has been to assimilate many disciplines, different contexts and practices. Facilitated by numerous illustrative examples, this volume is designed to prompt intellectual debate, and the development of learning practices among managers, researchers and policy makers.' - Organization Studies
  • 'An invaluable reference volume for scholars and students concerned with the leading edge issues involved in organisational development, learning and change.' - Long Range Planning
  • 'The editors suggest to approach the book like an oriental bazaar "the bazaar provides a whole range of goods and follows its own laws". That means; look everywhere if there is something interesting. And there is.' - Financial Times Deutschland
  • 'The book succeeds in taking the reader on a journey through the many diverse approaches, themes, issues and debates surrounding this field.' - European Business Forum
  • 'An impressive work of scholarship and teamwork ... the Handbook is strong on theory and surveys of the literature in the field. A good number of chapters stand out as both excellent and illuminating here ... handsomely produced.' - Journal of General Management

Description
  • A comprehensive overview of the concept of organizational learning
  • Provides an account of the varied approaches, themes, issues, and debates in the field today
  • World-class editors and contributors such as John Child, David Teece, Barbara Czarniawska, Ikujiro Nonaka, William Starbuck, Silvia Gherardi, John Stopford, Alfred Kieser, Marjorie Lyles, etc.
  • Goes beyond the American and European traditions, also reflecting the experiences of Asia and the Middle East
  • Includes both central themes and emergent issues of importance to the field
In an era of far-reaching changes, issues of Organizational Learning are high on the agenda of social scientists, managers and consultants worldwide as they seek to adapt to new environments. The Handbook of Organizational Learning and Knowledge provides a comprehensive overview of how the concept of Organizational Learning emerged, how it has been used and debated, and where it may be going. It summarizes the state of the art and provides a full account of the diverse approaches, themes, issues, and debates of the field.

The handbook unites a distinguished team of international authors, who examine both the central themes and emerging issues. The coverage extends beyond the American tradition to include the experiences of Europe, Asia and the Middle East. The book opens with chapters drawing insights from various social science approaches. The following Sections examine fundamental issues concerning the external triggers, factors and conditions, agents, and processes of Organizational Learning. Subsequent chapters review the subject within a global context, looking in particular at inter-organizational collaboration. The next sections examine the development of learning practices and provides case studies to illustrate Organizational Learning and knowledge creation. The book concludes with an analysis of the state of the art and an agenda for the future.

This handbook will be an invaluable reference tool for scholars and students in the social sciences, as well as for professionals involved in organizational development, learning, and change.

Readership: Academic: Scholars and students within the areas of management, public administration, organizational studies, sociology, political science, anthropology, and behavioural and institutional economics. Practitioner: consultants and business practitioners involved in organizational development, learning, and change

Contents
Introduction: Finding Paths through the Handbook , A. Berthoin Antal, M. Dierkes, J. Child, and I. Nonaka
Part I: Insights from Major Social Science Disciplines
1. Psychological Perspectives on Organizational Learning , G. W. Maier, C. Prange, and L. von Rosenstiel
2. The Sociological Foundations of Organizational Learning , S. Gherardi and D. Nicolini
3. The Treatment of Organizational Learning in Management Science , P. Pawlowsky
4. A Review and Assessment of Organizational Learning in Economic Theories , C. Boerner, J. T. Macher and D. J. Teece
5. Anthropology and Organizational Learning , B. Czarniawska
6. The Underestimated Contributions of Political Science to Organizational Learning , J. LaPalombara
7. Thinking Historically about Organizational Learning , J. Fear
Part II: External Triggers for Learning
8. Change in Socioeconomic Values as a Trigger of Organizational Learning , L. von Rosenstiel and S. Koch
9. Social Movements as Triggers for Organizational Learning , J. Kädtler
10. Triggers of Organizational Learning during the Transformation Process in Central European Countries , H. Merkens, M. Geppert, and D. Antal
11. Organizational Learning as Guided Responses to Market Signals , J. Stopford
12. Technological Visions, Technological Development, and Organizational Learning , M. Dierkes, L. Marz, and C. Teele
Part III: Factors and Conditions Shaping Organizational Learning
13. The Social Constitution of Organizations and its Implications for Organizational Learning , J. Child and S. Heavens
14. How Organizations Learn from Success and Failure , W. Starbuck and B. Hedberg
15. The Role of Time in Organizational Learning , C. Weber and A. Berthoin Antal
16. Effects of Emotions on the Process of Organizational Learning , K. Scherer and V. Tran
Part IV: Agents of Organizational Learning
17. The Individual as Agent of Organizational Learning , V. Friedman
18. Leaders as Agents of Organizational Learning , P. Sadler
19. The Role of Boards in Facilitating or Limiting Learning in Organizations , R. Tainio, K. Lilja, and T. Santalainen
20. Labor Unions as Agents of Organizational Learning , A. Drinkuth, C. Riegler, and R. Wolff
21. Consultants as Agents of Organizational Learning: The importance of marginality , A. Berthoin Antal and C. Krebsbach-Gnath
Part V: Processes of Organizational Learning and Knowledge Creation
22. A Theory of Organizational Knowledge Creation: Understanding the dynamic process of creating knowledge , I. Nonaka, R. Toyama, and P. Byosière
23. Media Choice and Organizational Learning , B. Büchel and S. Raub
24. Organizing, Learning, and Strategizing: From construction to delivery , B. Hedberg and R. Wolff
25. Power and Politics in Organizations: Public and private sector comparisons , J. LaPalombara
26. Identity, Conflict, and Organizational Learning , J. Rothman and V. Friedman
27. Rules and Organizational Learning: The behavioural theory approach , A. Kieser, N. Beck, and R. Tainio
Part V: Processes of Organizational Learning and Knowledge Global Context
28. Learning in Multinationals , K. Macharzina, M. J. Oesterle, and D. Brodel
29. Learning Through Strategic Alliances , J. Child
30. Organizational Learning in International Joint Ventures , M. Lyles
31. Organizational Learning in Supplier Networks , C. Lane
32. Learning in Global and Local Networks: Experience of Chinese firms in Hong Kong, Singapore, and Taiwan , L. S. Tsui-Auch
33. Learning in Imaginary Organizations , B. Hedberg and M. Holmqvist
Part VII: Developing Learning Practices
34. Creating Conditions for Organizational Learning , V. Friedman, R. Lipshitz, and W. Overmeer
35. Practices and Tools of Organizational Learning , P. Pawlowsky, J. Förslin, and R. Reinhardt
36. Intellectual Capital and Knowledge Management: Perspectives on Measuring Knowledge , R. Reinhardt, M. Bornemann, P. Pawlowsky, and U. Schneider
Part VIII: Putting Knowledge into Practice
37. Integrated IT Systems for Knowledge Creation , I. Nonaka, P. Reinmöller, and R. Toyama
38. Scenarios and their Contribution to Organizational Learning: From Practice to Theory , G. Galer and K. van der Heijden
39. Barriers to Organizational Learning , A. Berthoin Antal, U. Lenhardt, and R. Rosenbrock
40. Applying Theory to Organizational Transformation , C. Krebsbach-Gnath
41. Multimodal Organizational Learning: From misbehaviour to good laboratory practices in the pharmaceutical industry , C. de Haën, L. S. Tsui-Auch, and M. Alexis
Part IX: Conclusion
42. Organizational Learning and Knowledge: Reflections on the dynamics of the field and challenges for the future , A. Berthoin Antal, M. Dierkes, J. Child, and I. Nonaka

Authors, editors, and contributors


Edited by Meinolf Dierkes, Director of the Organization and Technology Research Unit, Wissenschaftszentrum Berlin fur Sozialforschung (WZB),
Edited by Ariane Berthoin Antal, Program Leader in Organizational Learning, Wissenschaftszentrum Berlin fur Sozialforschung (WZB),
John Child, Chair of Commerce, University of Birmingham; Distinguished Visiting Professor, Chinese Management Centre, University of Hong Kong, and
Ikujiro Nonaka, Professor in the Graduate School of International Corporate Strategy, Hitotsubashi University, and Professor of Knowledge, University of California, Berkeley

Contributors:Marcus Alexis (Kellogg Graduate School of Management, Northwestern University, Illinois)
David Antal
Nikolaus Beck (University of Mannheim)
Ariane Berthoin Antal (Wissenschaftszentrum Berlin für Sozialforschung)
Christopher Boerner (Haas School of Business, University of California, Berkeley)
Manfred Bornemann (Karl Franzens University, Austria)
Dietmar Brodel (Stuttgart Institute of Management and Technology)
Bettina Büchel (IMD, Lausanne)
Phillipe Byosière (Graduate School of Knowledge Science, Japan)
John Child (University of Birmingham; University of Hong Kong)
Barbara Czarniawska (Goteborg University, Sweden)
Christoph de Haën (Milano Research Centre, Bracco SpA, Italy)
Meinolf Dierkes (Wissenschaftszentrum Berlin für Sozialforschung)
Andreas Drinkuth (Labour advisor for technology and innovation at the German Metalworkers' Union, Frankfurt)
Jeffrey Fear (University of Pennsylvania)
Jan Förslin (KTH, Sweden)
Victor Friedman (Ruppin Institute, Israel)
Graham Galer (Independent consultant associated with the Global Business Network, Emeryville, California; Former head of Planning Support in Group Planning, Shell International Petroleum Co.)
Mike Geppert (University of Wales)
Silvia Gherardi (Università di Trento, Italy)
Sally Heavens (Judge Institute of Management Studies, University of Cambridge)
Bo Hedberg (Stockholm University)
Kees van der Heijden (University of Strathclyde, Glasgow)
Mikael Holmqvist (Stockholm University)
Jürgen Kädtler (Georg-August University, Göttingen, Germany)
Alfred Kieser (University of Mannheim)
Stefan Koch (University of Munich)
Camilla Krebsbach-Gnath (Partner of K-G & D Management Consultancy, Kronberg, Germany)
Christel Lane (University of Cambridge)
Joseph LaPalombara (Yale University)
Uwe Lenhardt (Wissenschaftszentrum Berlin für Sozialforschung)
Kari Lilja (Helsinki School of Economics and Business Administration)
Raanan Lipshitz
Marjorie Lyles (Kelley School of Business, Indiana University)
Klaus Macharzina (University of Hohenheim, Stuttgart)
Jeffrey T. Macher (Georgetown University)
Günter W. Maier (University of Munich)
Lutz Marz (Wissenschaftszentrum Berlin für Sozialforschung)
Hans Merkens (Free University of Berlin)
Davide Nicolini (Tavistock Institute, London)
Ikujiro Nonaka (Japan Advanced Institute of Science and Technology (JAIST), Graduate School of Knowledge Science, Japan)
Michael-Jörg Oesterle (University of Hohenheim, Stuttgart)
Wim Overmeer
Peter Pawlowsky (Chemnitz University of Technology)
Christiane Prange
Steffen Raub (Asian Institute for Technology, School of Management, Thailand)
Rüdiger Reinhardt (Chemnitz University of Technology)
Patrick Reinmöller (Japan Advanced Institute of Science and Technology (JAIST), Graduate School of Knowledge Science, Japan)
Claudius H. Riegler (Economic historian, Ystad, Sweden)
Rolf Rosenbrock (Technical University of Berlin)
Lutz von Rosenstiel (University of Munich)
Jay Rothman (McGregor School of Antioch University, Ohio)
Philip Sadler (Independent consultant; Former CEO of Ashridge Management College)
Timo J. Santalainen (Helsinki School of Economics and Business Administration)
Klaus Scherer (University of Geneva)
Ursula Schneider (Karl Franzens University, Austria)
William H. Starbuck (Stern School of Business, New York University)
John Stopford (London Business School)
Risto Tainio (Helsinki School of Economics and Business Administration)
David J. Teece (Haas School of Business, University of California, Berkeley)
Casey Teele (Wissenschaftszentrum Berlin für Sozialforschung)
Ryoko Toyama (Japan Advanced Institute of Science and Technology (JAIST), Graduate School of Knowledge Science, Japan)
Véronique Tran (University of Geneva)
Lai Si Tsui-Auch (Nanyang Technological University)
Christiana Weber (Strategic Analyst, Gruner & Jahr Multimedia Ventures, Hamburg)
Rolf Wolff (Copenhagen Business School)

Links to web resources and related information
More in the same subject area:
International business
Business strategy
Organizational theory & behaviour

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