`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

Organizational Learning – Desperately Seeking Theory?

Organizational learning – desperately seeking theory?

Organizations are reeling from discontinuities created by a growing level of globalization, heightened volatility, hypercompetition, demographic changes, and the explosion of knowledge. Ever faster means of communication alter today's business climate and it is becoming more evident every day that we cannot anticipate the environment of tomorrow. Recently, ideas such as ‘organizational learning’ (Garratt, 1987; Garvin, 1993; Probst and Büchel, 1994) and the ‘learning organization’ have been proposed to increase the ‘knowledge intensity’ of companies, a prerequisite for coping with the previously mentioned trends (Starbuck, 1992; Tenkasi and Boland, 1996). This, in turn, has led authors to think about the ‘management of knowledge’ (von Krogh and Venzin, 1995), which gives credence to the fact that ...

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