Handbook of organizational learning and knowledge
著者
書誌事項
Handbook of organizational learning and knowledge
Oxford University Press, 2001
大学図書館所蔵 全48件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references and indexes
内容説明・目次
内容説明
In an era of far-reaching changes, issues of Organizational Learning are high on the agenda of social scientists, managers and consultants worldwide as they seek to adapt to new environments. The Handbook of Organizational Learning and Knowledge provides a comprehensive overview of how the concept of Organizational Learning emerged, how it has been used and debated, and where it may be going. It summarizes the state of the art and provides a full account of
the diverse approaches, themes, issues, and debates of the field.
The handbook unites a distinguished team of international authors, who examine both the central themes and emerging issues. The coverage extends beyond the American tradition to include the experiences of Europe, Asia and the Middle East. The book opens with chapters drawing insights from various social science approaches. The following Sections examine fundamental issues concerning the external triggers, factors and conditions, agents, and processes of Organizational Learning. Subsequent
chapters review the subject within a global context, looking in particular at inter-organizational collaboration. The next sections examine the development of learning practices and provides case studies to illustrate Organizational Learning and knowledge creation. The book concludes with an analysis of
the state of the art and an agenda for the future.
This handbook will be an invaluable reference tool for scholars and students in the social sciences, as well as for professionals involved in organizational development, learning, and change.
目次
- PART I: INSIGHTS FROM MAJOR SOCIAL SCIENCE DISCIPLINES
- PART II: EXTERNAL TRIGGERS FOR LEARNING
- PART III: FACTORS AND CONDITIONS SHAPING ORGANIZATIONAL LEARNING
- PART IV: AGENTS OF ORGANIZATIONAL LEARNING
- PART V: PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE CREATION
- PART V: PROCESSES OF ORGANIZATIONAL LEARNING AND KNOWLEDGE GLOBAL CONTEXT
- PART VII: DEVELOPING LEARNING PRACTICES
- PART VIII: PUTTING KNOWLEDGE INTO PRACTICE
- PART IX: CONCLUSION
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