Organisational learning in the automotive sector
Author(s)
Bibliographic Information
Organisational learning in the automotive sector
（Routledge advances in management and business studies, 14）
Routledge, 2000
Available at / 35 libraries
-
No Libraries matched.
- Remove all filters.
Note
Bibliography: p. [206]-224
Includes index
Description and Table of Contents
Description
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.
Table of Contents
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
by "Nielsen BookData"