On organizational learning
著者
書誌事項
On organizational learning
Blackwell Business, 1999
2nd ed
- : hbk
- : pbk
大学図書館所蔵 全64件
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注記
Includes bibliographical references and index
内容説明・目次
- 巻冊次
-
: hbk ISBN 9780631213086
内容説明
This book is essential for anyone who needs to understand how organizations work, evolve, and learn. In this new edition, Argyris discusses vital topics of management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning. Focusing on learning and organizational politics, the book addresses the key issues of: organizational learning and action science; organizational effectiveness and what inhibits it; organizational development and human resource activities; and usable knowledge and how it is inhibited.
目次
- List of figures. List of tables. Acknowledgments. Preface. Introduction: The Evolving Field of Organizational Learning. Part I: Organizational Defences: 1. Making Sense of Limited Learning. 2. Tacit Knowledge and Management. 3. Why Individuals and Organizations Have Difficulty in Double-Loop Learning. 4. Creating a Theory of Practice: The Case of Organizational Paradoxes. 5. Today's Problems with Tomorrow's Organizations. 6. Teaching Smart People How to Learn. 7. A Leadership Dilemma: Skilled Incompetence. Part II: Inhibiting Organizational Learning and Effectiveness: 8. Organizational Learning and Management Information Systems. 9. Strategy Implementation: An Experiment in Learning. 10. How Strategy Professionals Deal with Threat: Individual and Organizational. 11. The Dilemma of Implementing Controls: The Case of Managerial Accounting. 12. Human Problems with Budgets. 13. Bridging Economics and Psychology: The Case of the Economics Theory of the Firm. Part III: The Counterproductive Consequences of Organizational Development and Human Resource Activities: 14. Good Communication That Blocks Learning. 15. Reasoning, Action Strategies, and Defensive Routines: The Case of OD Practitioners. 16. Inappropriate Defences Against The Monitoring of Organizational Development Practice. 17. Do Personal Growth Laboratories Represent an Alternative Culture? Part IV: The Inhibition of Valid and Usable Information from the Correct Use of Normal Science: 18. Actionable Knowledge: Design Causality in the Service of Consequential Theory. 19. Field Theory as a Basis for Scholarly Consulting. 20. Unrecognized Defences of Scholars
- Impact on Theory and Research. 21. Seeking Truth and Actionable Knowledge: How the Scientific Method Inhibits Both. 22. Problems and New Directions for Industrial Psychology. 23. The Incompleteness of Social-Psychological Theory: Examples from Small Group, Cognitive Consistency, and Attribution Research. 24. Dangers in Applying Results from Experimental Social Psychology. 25. Making Knowledge More Relevant to Practice: Maps for Action. 26. Participatory Action Research and Action Science Compared. 27. Some Unintended Consequences of Rigorous Research. Index.
- 巻冊次
-
: pbk ISBN 9780631213093
内容説明
This book is essential for anyone who needs to understand how organizations work, evolve, and learn. In this new edition, Argyris discusses vital topics of current management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning.
Brings together the thinking of one of the world's leading management thinkers: especially in the area of action learning.
目次
List of figures vii
List of tables viii
Acknowledgements ix
Preface xiii
Introduction: The Evolving Field of Organizational Learning 1
Part I Organizational Defenses
1 Making Sense of Limited Learning 19
2 Tacit Knowledge and Management 54
3 Why Individuals and Organizations have Difficulty in Double-loop Learning 67
4 Crafting a Theory of Practice: The Case of Organizational Paradoxes 92
5 Today's Problems with Tomorrow's Organizations 107
6 Teaching Smart People How to Learn 127
7 A Leadership Dilemma: Skilled Incompetence 139
Part II Inhibiting Organizational Learning and Effectiveness
8 Organizational Learning and Management Information Systems 151
9 Strategy Implementation: An Experiment in Learning 164
10 How Strategy Professionals Deal with Threat: Individual and Organizational 174
11 The Dilemma of Implementing Controls: The Case of Managerial Accounting 186
12 Human Problems with Budgets 196
13 Bridging Economics and Psychology: The Case of the Economic Theory of the Firm 214
Part III The Counterproductive Consequences of Organizational Development and Human Resource Activities
14 Good Communication that Blocks Learning 229
15 Reasoning, Action Strategies, and Defensive Routines: The Case of OD Practitioners 239
16 Inappropriate Defenses against the Monitoring of Organization Development Practice 267
17 Do Personal Growth Laboratories Represent an Alternative Culture? 281
Part IV The Inhibition of Valid and Usable Information from the Correct Use of Normal Science
18 Actionable Knowledge: Design Causality in the Service of Consequential Theory 297
19 Field Theory as a Basis for Scholarly Consulting 310
20 Unrecognized Defenses of Scholars: Impact on Theory and Research 323
21 Seeking Truth and Actionable Knowledge: How the Scientific Method Inhibits Both 335
22 Problems and New Directions for Industrial Psychology 343
23 The Incompleteness of Social-Psychological Theory: Examples from Small Group, Cognitive Consistency, and Attribution Research 375
24 Dangers in Applying Results from Experimental Social Psychology 395
25 Making Knowledge More Relevant to Practice: Maps for Action 415
26 Participatory Action Research and Action Science Compared 432
27 Some Unintended Consequences of Rigorous Research 440
Index 454
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