Organisational learning in the automotive sector
著者
書誌事項
Organisational learning in the automotive sector
（Routledge advances in management and business studies, 14）
Routledge, 2000
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注記
Bibliography: p. [206]-224
Includes index
内容説明・目次
内容説明
This book considers the concepts of organisational learning and the learning organisation, and critically examines their take up within the context of four contemporary work organisations in the European automotive sector. Within this dynamic environment, the pursuit and implementation of approaches that encourage individuals to learn and challenge existing orthodoxy are now dominant on the management agenda. Changes to processes, structures, cultures and the employment relationship per se.
目次
Introduction1. Organisational learning and change in the automotive sector2. The learning organisation: historical and conceptual foundations3. Theoretical and practical perspectives on learning in organisations4. The relationship between learning and change5. The case studies: the Rover Group and Volvo, Tallent Engineering and GKN Hardy Spicer6. Emerging themes for organisational effectiveness in the automotive sector7. Discussion and analysis: the Rover Group and Volvo8. Discussion and analysis: Tallent Engineering and GKN Hardy Spicer9. Summary and conclusions
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