Handbook of Organizational Learning and Knowledge

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.

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 on 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 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: Leaders as Agents of 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 Agents of Organizational Learning 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 V: Processes of Organizational Learning and Knowledge 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 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. Förslin, 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 Knowledge into Practice 37: I. Nonaka, P. Reinmöller, and R. Toyama: Integrated IT 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 practices 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 Organization and Technology Research Unit at the Wissenschaftszentrum Berlin für Sozialforschung (WZB). In addition, he is Professor of the Sociology of Science and Technology at the Technische Universität, Berlin Visiting Professor at the Haas School of Business Administration, University of California, Berkeley and Specially Invited Research Professor at the Shanghai Academy of Social Sciences. Professor Ariane Berthoin Antal is Program Leader in Organizational Learning at the Wissenschaftszentrum Berlin für Sozialforschung (WZB). Previously she served as the Founding Director of the Ashridge International Institute for Organizational Change in France. She remains an associate of Ashridge and is a visiting lecturer at the Leipzig Graduate School of Business, as well as at the Technical University of Berlin. John Child is Chair of Commerce at the University of Birmingham. During his career in both industry and academia, Professor Child has taught in the UK, Europe, Hong Kong, and China. He was appointed Professor of Organisational Behaviour at Aston University in 1973, and, in 1986 became Dean of the newly-founded Aston Business School. In 1989, he was appointed Dean and Director of the China-European Community Management Centre in Beijing, with which he had been connected since 1985. In 1991, he took up the position of Diageo Professor of Management Studies at the University of Cambridge. He is author or co-author of 16 books including Strategies of Cooperation (OUP, 1998) and The Management of International Acquisitions (OUP, forthcoming). Ikujiro Nonaka is Professor at the Graduate School of International Corporate Strategy, Hitotsubashi University, and Founding Dean of the Graduate School of Knowledge Science at Japan Advanced Institute of Science and Technology (JAIST). He is a senior editor of Organization Science, an international journal of the Institute of Management Science. From 1991 to 1995, he was a research group director of the National Institute of Science and Technology Policy (NISTEP). Nonaka is the Xerox Distinguished Professor of Knowledge at the Haas School of Business, University of California at Berkeley. His books include The Knowledge-Creating Company (OUP, 1995), which was awarded Best Book of the Year in Business and Management by the Association of American Publishers Professional and Scholarly Publishing Division, and more recently Enabling Knowledge Creation (OUP, 2000).

Review :
`handsomely produced.' Journal of General Management `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 `am impressive work of scholarship and teamwork' Journal of General Management, Vol.27, No.2