How Organizations Learn : Managing the Search for Knowledge

by Starkey, Ken; Tempest, Sue; McKinlay, Alan

• ISBN13: 9781861527462
• ISBN10: 1861527462
• Edition: 2nd
• Format: Paperback
• Copyright: 2003-12-11
• Publisher: Cengage Learning EMEA

Summary

Organizational learning, the examination of how organizations learn as groups rather than as individuals, is a fast growing area of interest, and is now considered an essential factor in business success. This new edition of an already popular text critically examines traditional assumptions about organization and strategy, providing key readings by renowned international authors to help the reader understand and manage the challenge of organizational learning. How Organizations Learn links the two key concepts of leadership and the learning organization in this text, bringing together the key theories and suggesting new directions for studying and managing organizations. The choice of readings highlights the potential synergy between leading and learning, and how organizational structure and management processes impact upon learning, and includes work by numerous key academics. This will be a core text for courses in Organizational Learning and Knowledge Management at advanced undergraduate, MBA and executive training level, and a supplementary text for courses in Strategic Management, HRM and OB.

Author Biography

Alan McKinlay is a Professor and Chairman of the Department of Management and Postgraduate Director at the University of St. Andrews.

Table of Contents

List of figures	ix
List of tables	xi
Acknowledgements	xii
Introduction	1	(10)
I Organizational learning and strategy	11	(120)
Introduction	13	(3)
1 A conversation with Chris Argyris: the father of organizational learning	16	(13)
Robert M. Fulmer and J. Bernard Keys
2 The link between individual and organizational learning	29	(22)
Daniel H. Kim
3 The concept of learning in the strategy field	51	(20)
Brian Leavy
4 The dominant logic: a new linkage between diversity and performance	71	(20)
C.K. Prahalad and Richard Bettis
5 The management of competence and its limits	91	(9)
Ken Starkey and Sue Tempest
6 To avoid organizational crises, unlearn	100	(12)
Paul C. Nystrom and William H. Starbuck
7 Strategic dissonance	112	(19)
Robert A. Burgelman and Andrew S. Grove
II Learning, Structure and process	131	(170)
Introduction	133	(4)
8 Transformative capacity: continual structuring by intertemporal technology transfer	137	(28)
Raghu Garud and Praveen R. Nayyar
9 A dynamic theory of organizational knowledge creation	165	(37)
Ikujiro Nonaka
10 Designing the innovating organization	202	(22)
Jay R. Galbraith
11 GE's Crotonville: a staging ground for corporate revolution	224	(14)
Noel M. Tichy
12 Communities of practice and social learning systems	238	(21)
Etienne Wenger
13 Beyond networks and hierarchies: latent organizations in the UK television industry	259	(12)
Ken Starkey, Christopher Barnatt and Sue Tempest
14 Communities of creation: managing distributed innovation in turbulent markets	271	(30)
Mohanbir Sawhney and Emanuela Frandelli
III Knowledge management	301	(156)
Introduction	303	(3)
15 Market, hierarchy and trust: the knowledge economy and the future of capitalism	306	(33)
Paul S. Adler
16 Knowledge, knowledge work and organizations: an overview and interpretation	339	(24)
Frank Blackley
17 What is organizational knowledge?	363	(22)
Haridimos Tsoukas and Efi Vladimirou
18 Knowledge work: ambiguity, image and identity	385	(21)
Mats Alvesson
19 Smart workers, dumb organizations	406	(17)
Alan McKinlay
20 Trusting strangers: work relationships in four high-tech communities	423	(16)
J.A. English-Lueck, Charles N. Darrah and Andrea Saveri
21 Cool projects, boring institutions: temporary collaboration in social context	439	(18)
Gernot Grabher
IV Leadership and the learning process	457	(142)
Introduction	459	(3)
22 The leader's new work: building learning organizations	462	(25)
Peter M. Senge
23 Second thoughts on teambuilding	487	(12)
Bi11 Critchley and David Casey
24 Top management teams and organizational renewal	499	(26)
David K. Hurst, James C. Rush and Roderick E. White
25 Crucial gaps in the 'learning organization': power, politics and ideology	525	(18)
John Coopey
26 Executive tourism: the dynamics of strategic leadership in the MNC	543	(12)
Ken Starkey
27 Making sense of managerial wisdom	555	(16)
Lean C. Malan and Mark P. Kriger
28 Organizational identity and learning: a psychodynamic perspective	571	(28)
Andrew D. Brown and Ken Starkey
Name index	599	(10)
Subject index	609