Summary
Contents
Subject index
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.
Learning Through Complexity
Learning Through Complexity
Over the last 15 years or so it has become common currency that the days of the middle manager are numbered as organizations downsize, retrench, restructure, de-specialize and become process driven. In this context, middle management redundancy has indeed increased and what is expected of those who remain has changed when compared with the previously unidimensional and hierarchical model of such managers (Peters and Waterman, 1982; Peters, 1987, 1992). Despite this, middle managers remain vital to many organizations while an ongoing debate about their role in global corporations and smaller organizations continues as we head towards the 21st century. These issues are captured in the ongoing debate about management itself (Boyatsis, 1982; Dopson and Stewart, 1991; Earl, 1983; Hales, 1986; ...
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