| Description |
344pages |
| Contents |
1. What Is An Organization That It May Learn? -- 2. Turning the Researcher/Practitioner Relationship On Its Head -- 3. The Mercury Case: What Facilitates or Inhibits Productive Organizational Learning -- 4. Defensive Reasoning In Individuals -- 5. The Case of the CIO: Primary and Secondary Inhibitory Loops -- 6. The Classroom: Intervention for Learning and Research -- 7. A Comprehensive Model II Intervention -- 8. The Evolving Field of Organizational Learning -- 9. Making Sense of Limited Learning -- 10. Strategy and Learning: Making Prescriptions Actionable / Wim Overseer |
| Summary |
"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."--BOOK JACKET. "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?"--BOOK JACKET. "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."--BOOK JACKET |
| Analysis |
Learning by organisations |
| Notes |
Includes index |
| Bibliography |
Bibliography: pages 337-339 |
| Subject |
Organizational behavior.
|
|
Organizational change.
|
|
Organizational Innovation.
|
| Author |
Schön, Donald A.
|
| LC no. |
77081195 |
| ISBN |
0201001748 |
|
