Handbook of Organizational Learning and Knowledge

In an era of far-reaching changes, organizational learning and knowledge creation 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 key 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 processes of interorganizational learning and knowledge transfer. The next sections examine the development of learning practices and provide 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 professional involved in organizational development, learning, and change.

Table of Contents:
A. Berthoin Antal, M. Dierkes, J. Child, and I. Nonaka: Introduction: Finding Paths through the Handbook Part I: Insights from Major Social Science Disciplines 1: G. W. Maier, C. Prange, and L. von Rosenstiel: Psychological Perspectives of Organizational Learning 2: S. Gherardi and D. Nicolini: The Sociological Foundations of Organizational Learning 3: P. Pawlowsky: The Treatment of Organizational Learning in Management Science 4: C. Boerner, J. T. Macher and D. J. Teece: A Review and Assessment of Organizational Learning in Economic Theories 5: B. Czarniawska: Anthropology and Organizational Learning 6: J. LaPalombara: The Underestimated Contributions of Political Science to Organizational Learning 7: J. Fear: Thinking Historically about Organizational Learning Part II: External Triggers for Learning 8: L. von Rosenstiel and S. Koch: Change in Socioeconomic Values as a Trigger of Organizational Learning 9: J. Kädtler: Social Movements and Interest Groups as Triggers for Organizational Learning 10: H. Merkens, M. Geppert, and D. Antal: Triggers of Organizational Learning during the Transformation Process in Central European Countries 11: J. Stopford: Organizational Learning as Guided Responses to Market Signals 12: M. Dierkes, L. Marz, and C. Teele: Technological Visions, Technological Development, and Organizational Learning Part III: Factors and Conditions Shaping Organizational Learning 13: J. Child and S. Heavens: The Social Constitution of Organizations and its Implications for Organizational Learning 14: W. Starbuck and B. Hedberg: How Organizations Learn from Success and Failure 15: C. Weber and A. Berthoin Antal: The Role of Time in Organizational Learning 16: K. Scherer and V. Tran: Effects of Emotions on the Process of Organizational Learning Part IV: Agents of Organizational Learning 17: V. Friedman: The Individual as Agent of Organizational Learning 18: P. Sadler: Leadership and Organizational Learning 19: R. Tainio, K. Lilja, and T. Santalainen: The Role of Boards in Facilitating or Limiting Learning in Organizations 20: A. Drinkuth, C. Riegler, and R. Wolff: Labor Unions as Learning Organizations and Learning Facilitators 21: A. Berthoin Antal and C. Krebsbach-Gnath: Consultants as Agents of Organizational Learning: The importance of marginality Part V: Processes of Organizational Learning and Knowledge Creation 22: I. Nonaka, R. Toyama, and P. Byosière: A Theory of Organizational Knowledge Creation: Understanding the dynamic process of creating knowledge 23: B. Büchel and S. Raub: Media Choice and Organizational Learning 24: B. Hedberg and R. Wolff: Organizing, Learning, and Strategizing: From construction to delivery 25: J. LaPalombara: Power and Politics in Organizations: Public and private sector comparisons 26: J. Rothman and V. Friedman: Identity, Conflict, and Organizational Learning 27: A. Kieser, N. Beck, and R. Tainio: Rules and Organizational Learning: The behavioural theory approach Part VI: Interorganizational Learning and Knowledge in a Global Context 28: K. Macharzina, M. J. Oesterle, and D. Brodel: Learning in Multinationals 29: J. Child: Learning Through Strategic Alliances 30: M. Lyles: Organizational Learning in International Joint Ventures: The case of Hungary 31: C. Lane: Organizational Learning in Supplier Networks 32: L. S. Tsui-Auch: Learning in Global and Local Networks: Experience of Chinese firms in Hong Kong, Singapore, and Taiwan 33: B. Hedberg and M. Holmqvist: Learning in Imaginary Organizations Part VII: Developing Learning Practices 34: V. Friedman, R. Lipshitz, and W. Overmeer: Creating Conditions for Organizational Learning 35: P. Pawlowsky, J. Forslin, and R. Reinhardt: Practices and Tools of Organizational Learning 36: R. Reinhardt, M. Bornemann, P. Pawlowsky, and U. Schneider: Intellectual Capital and Knowledge Management: Perspectives on measuring knowledge Part VIII: Putting Learning into Practice 37: I. Nonaka, P. Reinmöller, and R. Toyama: Integrated Information Technology Systems for Knowledge Creation 38: G. Galer and K. van der Heijden: Scenarios and Their Contribution to Organizational Learning: From practice to theory 39: A. Berthoin Antal, U. Lenhardt, and R. Rosenbrock: Barriers to Organizational Learning 40: C. Krebsbach-Gnath: Applying Theory to Organizational Transformation 41: C. de Haën, L. S. Tsui-Auch, and M. Alexis: Multimodal Organizational Learning: From misbehaviour to good laboratory practice in the pharmaceutical industry Part IX: Conclusion 42: A. Berthoin Antal, M. Dierkes, J. Child, and I. Nonaka: Organizational Learning and Knowledge: Reflections on the dynamics of the field and challenges for the future

About the Author :
Meinolf Dierkes is Director of the Research Unit on Organization and Technology at the Wissenschaftszentrum Berlin für Sozialforschung (Social Science Research Centre, Berlin), and Professor at the Technical University of Berlin.; Ariane Berthoin Antal is Program Leader for Organizational Learning in the Research Unit on Organization and Technology at the Wissenschaftszentrum Berlin für Sozialforschung (Social Science Research Centre, Berlin), and Visiting Professor at Henley Management College.; John Child is Professor of Commerce at the University of Birmingham.; Ilujiro Nonaka is Professor at the Graduate School of International Corporate Strategy, Hitotsubashi, Tokyo.

Review :
`Review from previous edition Handsomely produced' Journal of General Management, Vol.27, No.2 `The Handbook is strong on theory and surveys of the literature in the field. A good number of chapters stand out as both excellent and illuminating here.' Journal of General Management, Vol.27, No.2 `An impressive work of scholarship and teamwork' Journal of General Management, Vol.27, No.2 `The editors suggest to approach the book like an oriental bazaar: "the bazaar provides a whole range of goods and follows its own laws". That means, look everywhere if there is something interesting. And there is.' Financial Times Deutschland `The book succeeds in taking the reader on a journey through the many diverse approaches, themes, issues and debates surrounding this field.' European Business Forum