• 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 ...

Organizational Learning: Mechanisms, Culture, and Feasibility
Organizational learning: Mechanisms, culture, and feasibility
MichaelPopper and RaananLipshitz

‘Organizational learning’ and ‘learning organizations’ are currently in vogue in the academic and applied discourse on organizations (Levitt and March, 1988; Senge, 1990; Cohen and Sproul, 1991; Howard and Haas, 1993; Argyris and Schon, 1996). The down side of the ensuing outpouring of publications is a confusing proliferation of definitions and conceptualizations that fail to converge into a coherent whole: ‘Research in organisational learning suffered from conceptions that were excessively broad, encompassing merely all organisational change … and from various other maladies that arise from insufficient agreement among those working in the area on its key concepts and problems’ (Cohen and Sproul, 1991: 1; see also Daft and Huber, 1987; Dodgson, 1993; ...

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