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`A valuable resource for academics and practitioners in management and corporate strategy, as well as those involved in mangement training and development' - European Foundation for Management Development 'The editors' overall assessment is that there has been insufficient dialogue between the two camps of action research and theorizing.... As a contribution to mapping this divided house, the text is an apt illustration of these problems. The editor's overview is of interest...' - Stephen Gibb, University of Strathclyde, MCB University Press The debates surrounding concepts of `organizational learning' and the `learning organization' receive a welcome synthezis in this book. Inte
Developing Learning Managers within Learning Organizations: The Case of Three Major Retail Banks
Developing Learning Managers within Learning Organizations: The Case of Three Major Retail Banks
The image of organizations as learning systems has emerged in recent years with the popularization of the concept of the ‘learning organization’ (Garvin, 1993; Jones and Hendry, 1992; Nevis et al., 1995; Pedler et al., 1991; Senge, 1990). Despite the appeal of this image there is little agreement about the nature of learning within organizations and indeed whether it is possible to claim that organizations learn. For example, how learning develops within organizations, how it is to be conceptualized and demonstrated and what factors facilitate or inhibit learning within organizations although addressed in the literature (Argyris, 1993; Argyris and Schon, ...
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