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Demystifying Organizational Learning
First Edition
- Raanan Lipshitz
- Victor Friedman - Emek Yezreel College
- Micha Popper - University of Haifa, Israel
Courses:
Organizational Behavior
Organizational Behavior
June 2006 | 296 pages | SAGE Publications, Inc
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:
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.
Preface
Part 1: Introduction
Chapter 1: Demystifying Organizational Learning
Part 2: The Multi-Facet Model
Chapter 2: Organizational Learning Mechanisms
Chapter 3: The Cultural Facet: The Key to Productive Learning
Chapter4: The Psychological Basis of Productive Learning
Chapter 5: The Context of Organizational Learning
Chapter 6: Organizational Learning and Managerial Channels of Influence
Chapter 7: The Dissemination of Knowledge
Part 3: Applying the Model
Chap 8: Inside an OLM: Postflight Reviews in the Israeli Air Force
Chapter 9: Is Training Organizational Learning?
Chapter 10: High-Quality Organizational Learning: Why Do Some After-Action Reviews Work and Others Don't?
Chapter 11: Demystiying the Learning Organization I: The Case of Hewlett-Packard
Chapter 12: Demystifying the Learning Organization II: The Case of Chaparral Steel
Chapter 13: Putting the Multi-Facet Model Into Practice
Chapter 14: Before We Go...
References
Index
About the Author