Organizational Learning II: Theory, Method, and Practice, Volume 2Addison-Wesley, 1996 - 305 pagina's Organizational Learning II: Theory, Method, and Practice expands and updates the ideas and concepts of the authors' ground-breaking first book. Offering fresh innovations, strategies, and concise explanations of long-held theories, this book includes new alternatives for practitioners and researchers. Argyris and Schon address the four principle questions which cut across the two branches of the field of organizational learning. Why is an organization a learning venue? Are real-world organizations capable of learning? What kinds of learning are desirable? How can organizations develop their capability for desirable kinds of learning? With new examples and the most up-to-date information on the technical aspects of organization and management theory, Argyris and Schon demonstrate how the research and practice of organizational learning can be incorporated in today's business environment. |
Inhoudsopgave
What Is An Organization That It May Learn? | 3 |
Turning the ResearcherPractitioner Relationship On Its Head | 30 |
What Facilitates or Inhibits Productive | 52 |
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action research action strategies Activity-Based Costing apheresis Argyris assumptions attributions become behavioral world Burgelman Business Process Reengineering bypass causal Citadel conflict consequences consultant conversation corporate create culture decentralization described dialogue directors discussion double bind double-loop learning DRAM business effective environment error espoused theory evaluations example experience feelings firm firm's ganizational idea illustrate implementation individuals inferences inhibitory loops Intel interaction interpersonal intervention issues kind lead learning organization learning system levels limited learning Model Model II nizational norms observed orga organization's organizational defensive routines organizational inquiry organizational theory-in-use outcomes participants patterns phenomena practice practitioners probing problem productive organizational learning question reasoning response sense situation skills social Strategic Management subordinates tend theories-in-use theory of action tion tional top management undiscussable valid values wicked problems zational