Demystifying organizational learning
著者
書誌事項
Demystifying organizational learning
Sage, c2007
- : cloth
- : pbk
大学図書館所蔵 全3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 (p. 251-265) and index
内容説明・目次
内容説明
This book presents a solid, research-based conceptual framework that demystifies organizational learning and bridges the gap between theory and practice. Using an integrative approach, authors Raanan Lipshitz, Victor Friedman and Micha Popper provide practitioners and researchers with tools for understanding organizational learning under real-world conditions.
Key Features:
Tackles the problem of mystification: A clear message is presented that organizational learning and related concepts have been mystified in a way that is unnecessary and dysfunctional to both theory and practice. This book provides a unique set of tools for understanding, promoting, and studying organizational learning.
Introduces an integrative theme that addresses three key questions: How can organizations actually learn? What is the key for productive organizational learning? When is productive organizational learning likely to occur? Answering these questions is the key to clarifying the conceptual confusion that plagues the related fields of organizational learning, learning organizations, and knowledge management.
Illuminates organizational reality: All of the concepts presented in the book are illustrated through concrete case examples. Detailed analyses are provided of both successful and unsuccessful applications of organizational learning. In addition, examples of interventions to develop organizational learning are included to help managers and consultants.
Intended Audience: This book is designed for advanced undergraduate and graduate courses such as Organizational Learning, Knowledge Management, and Organizational Behavior in the departments of Management, Organizational Behavior, Psychology, and Sociology.
目次
Preface
Part 1: Introduction
Chapter 1: Demystifying Organizational Learning
The Mystification of Organizational Learning
Demystification
The Facets of Organizational Learning
Applying the Multi-Facet Model
How to Read This Book
To Sum Up
Part 2: The Multi-Facet Model
Chapter 2: Organizational Learning Mechanisms
Types of Organizational Learning Mechanisms
Off-Line/Internal OLMs
Online/Internal OLMs
Off-Line/External OLMs
Online/External OLMs
Mechanisms, Technologies, and Choosing the "Right" OLM
Chapter 3: The Cultural Facet: The Key to Productive Learning
Cultural Islands of Learning
The Norms of a Learning Culture
Demystifying Culture and Organizational Learning
Chapter4: The Psychological Basis of Productive Learning
Psychological Threat and Psychological Safety
Organizational Learning as a Source of Psychological Threat
Defensiveness and Defensive Routines
Psychological Safety and Trust
Creating Psychological Safety
Commitment to the Organization
Chapter 5: The Context of Organizational Learning
Environmental Uncertainty
Task Uncertainty
Task Structure
Proximity to the Organization's Core Mission
Organizational Structure
Chapter 6: Organizational Learning and Managerial Channels of Influence
Instituting OLMs
Tolerance for Failure
Commitment to the Workforce
Manager's Behavioral Channels of Influence
Chapter 7: The Dissemination of Knowledge
The Problem of Dissemination
The Source of Knowledge
The Recipient of Knowledge
The Relationship Between Source and Recipient
Understanding Knowledge
Dissemination Mechanisms
Attributes of the Organizational Context
Demystifying Dissemination
Part 3: Applying the Model
Chap 8: Inside an OLM: Postflight Reviews in the Israeli Air Force
Learning Functions
Social and Control Functions
Psychological Functions
Psychological Safety and Learning Culture in a High-Threat Environment
What Can Managers Learn From Postflight Reviews?
Chapter 9: Is Training Organizational Learning?
Computer Chips International
Johnsonville Foods
Motorola University
Dell Learning
Bell Labs
Discussion and Lessons Learned
Chapter 10: High-Quality Organizational Learning: Why Do Some After-Action Reviews Work and Others Don't?
Low-Quality After-Action Review
High-Quality After-Action Review
Chapter 11: Demystiying the Learning Organization I: The Case of Hewlett-Packard
HP' Work Innovation Network (WIN)
The HPC Knowledge Management Initiative
Why Did WIN Die and the KM Inititative Live?
Demystifying the Learning Organization
Chapter 12: Demystifying the Learning Organization II: The Case of Chaparral Steel
Organizational Learning Mechanisms at Chaparral
Productive Learning at Chaparral Steel
The Contextual Facet
Conclusion
Chapter 13: Putting the Multi-Facet Model Into Practice
Background
Designing the Organizational Learning Process: An Action Science Approach
Ending the Formal Organizational Learning Intervention
Epilogue
Demystifying the Organizational Learning Process
Chapter 14: Before We Go...
References
Index
About the Author
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