Learning by Organizations (VOL 2)

For this three-volume set the editors have selected many of the most influential articles published since 1984 on the topics of knowledge management and the improvement of organizational learning, developmental learning by individual organizations and the development of populations of organizations. Many of the articles in Volume I are trailblazers in the field of knowledge management; they discuss ways of fostering learning, managing knowledge and extracting economic benefits from knowledge.Volume II investigates how individual organizations learn: topics covered include cognitive versus behavioural learning, interpretation, incremental change and reorientation, and learning from success and failure. Volume III follows the development of the academic study of populations of organizations: it explores both behavioural and cognitive learning processes from the point of view of industries, geographic neighbourhoods and networks. Authoritative introductions to each volume by the editors offer a comprehensive overview and informative discussion of the issues.

Table of Contents:
Volume II: Learning by OrganizationsAcknowledgementsIntroduction Learning by Individual Organizations Peter S. Whalen and William H. StarbuckPART I CENTRAL ISSUES IN ORGANIZATIONAL LEARNING 1. Mark Easterby-Smith, Mary Crossan and Davide Nicolini (2000), 'Organizational Learning: Debates Past, Present and Future'2. Anders Ortenblad (2002), 'Organizational Learning: A Radical Perspective'PART II WHAT MAKES LEARNING ORGANIZATIONAL? 3. Mark Dodgson (1993), 'Organizational Learning: A Review of Some Literatures'4. William H. Starbuck (1992), 'Learning by Knowledge-Intensive Firms'5. Karl E. Weick and Karlene H. Roberts (1993), 'Collective Mind in Organizations: Heedful Interrelating on Flight Decks'6. Ikujiro Nonaka (1994), 'A Dynamic Theory of Organizational Knowledge Creation'7. Robert M. Grant (1996), 'Prospering in Dynamically-competitive Environments: Organizational Capability as Knowledge Integration'8. Mary M. Crossan, Henry W. Lane and Roderick E. White (1999), 'An Organizational Learning Framework: From Intuition to Institution'PART III COGNITIVE VERSUS BEHAVIORAL LEARNING 9. C. Marlene Fiol and Marjorie A. Lyles (1985), 'Organizational Learning'10. Frederic Leroy and Bernard Ramanantsoa (1997), 'The Cognitive and Behavioural Dimensions of Organizational Learning in a Merger: An Empirical Study'PART IV ATTENTION AND INTERPRETATION 11. Richard L. Daft and Karl E. Weick (1984), 'Toward a Model of Organizations as Interpretation Systems'12. Wesley M. Cohen and Daniel A. Levinthal (1990), 'Absorptive Capacity: A New Perspective on Learning and Innovation'13. Jane E. Dutton and Janet M. Dukerich (1991), 'Keeping an Eye on the Mirror: Image and Identity in Organizational Adaptation'14. James M. Sinkula (1994), 'Market Information Processing and Organizational Learning'PART V MIXING INCREMENTAL CHANGE WITH REORIENTATION 15. Linda Argote and Dennis Epple (1990), 'Learning Curves in Manufacturing'16. James G. March (1991), 'Exploration and Exploitation in Organizational Learning'17. Theresa K. Lant and Stephen J. Mezias (1992), 'An Organizational Learning Model of Convergence and Reorientation'18. Shona L. Brown and Kathleen M. Eisenhardt (1997), 'The Art of Continuous Change: Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations'19. Zi-Lin He and Poh-Kam Wong (2004), 'Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis'PART VI LEARNING FROM SUCCESS AND FAILURE 20. Sim B. Sitkin (1992), 'Learning through Failure: The Strategy of Small Losses'21. Danny Miller (1993), 'The Architecture of Simplicity'22. William H. Starbuck (1996), 'Unlearning Ineffective or Obsolete Technologies'23. Jerker Denrell and James G. March (2001), 'Adaptation as Information Restriction: The Hot Stove Effect'24. Philippe Baumard and William H. Starbuck (2005), 'Learning from Failures: Why It May Not Happen'25. Mark D. Cannon and Amy C. Edmondson (2005), 'Failing to Learn and Learning to Fail (Intelligently): How Great Organizations Put Failure to Work to Innovate and Improve'Name Index