This volume brings together some of the best writing published in the journal Management Learning since its re-launch under this title in 1994. The selection very much reflects the mission of the journal to act as a showcase for innovative, international and interdisciplinary work which covers a wide gamut of issues connected to management, organizations, learning and knowledge. The field of management learning, widely drawn in this way, brings together some of the key preoccupations within several areas of management, organization studies and social science more generally. Learning and knowledge have become central themes within thee areas for several reasons, both practical and theoretical. These include the way that organizational learning is seen as a key source of competitive advantage, and the wider analysis that individuals and organizations now inhabit a `knowledge economy'. Theoretically, recent years have seen emerging understandings of the social significance of `communities of practice', whilst learning in its many manifestations is increasingly seen as being imbricated in issues of power. This latter points to one of the particular areas which has been a focus for the journal, namely more critically orientated approaches to management learning. This collection provides readings grouped under six key headings which reflect where some of the most influential and provocative work in the field has been done over recent years, namely:- Organizational Learning and Learning Organizations- Individual Learning- Critical Approaches to Management Education and Learning- Pedagogical Practice- Globalization and Management Learning- Beyond Management LearningAlong with an editorial introduction, this volume will provide a unique and invaluable resource for anyone studying or researching management learning and cognate areas, by bringing together some of the best peer-reviewed work in the field.
Part 1: Organizational Learning and Learning Organizations
- Chapter 1: From Organizational Learning to the Learning Organization
- Chapter 2: Organizational Learning: Mechanisms, Culture, and Feasibility
- Chapter 3: A Typology of the Idea of Learning Organization
- Chapter 4: The Learning Organization: An Undelivered Promise
Part 2: Individual Learning
- Chapter 5: Planned and Emergent Learning: Consequences for Development
- Chapter 6: Knowing, Managing and Learning: A Dynamic Managerial Epistemology
- Chapter 7: Individual and Organizational Learning at the Executive Level: Towards a Research Agenda
Part 3: Critical Approaches to Management Education and Learning
- Chapter 8: Management Education: A Polemic
- Chapter 9: Critical Pedagogy in the ‘New Paradigm’: Raising Complicated Understanding in Management Learning
- Chapter 10: Head Games: Introducing Tomorrow's Business Elites to Institutionalized Inequality
- Chapter 11: Teaching Managers about Masculinities: Are You Kidding?
Part 4: Pedagogical Practice
- Chapter 12: Motivation: That's Maslow, isn't it?
- Chapter 13: Becoming an Expert in Not Knowing: Reframing Teacher as Consultant
- Chapter 14: Project-Based Learning: Building Communities of Reflective Practitioners
Part 5: Globalization and Management Learning
- Chapter 15: Management Education in a Globalizing World: Lessons from the French Experience
- Chapter 16: The Transfer of Western Management to China: Context, Content and Constraints
- Chapter 17: The Modern Crusade: The Missionaries of Management Come to Eastern Europe
Part 6: Beyond Management Learning