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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
Learning, Trust and Organizational Change: Contrasting Models of Intervention Research in Organizational Behaviour
Learning, Trust and Organizational Change: Contrasting Models of Intervention Research in Organizational Behaviour
To remain viable in an environment characterized by change and uncertainty, organizations must be able to continue to change themselves. To do this requires considerable self-scrutiny and effort, and organizations often fail to adapt effectively, as is well documented in the literature (for example, Mirvis and Berg, 1977). These issues have been explored under the broad rubric of organizational learning by a growing number of researchers, including practising managers (for example, DeGeuss, 1988; Stata, 1989) and scholars from fields as diverse as organizational behaviour (Argyris, 1982; Huber, 1991; Levitt and March, 1988; Schein, 1992), operations management (Hayes et ...
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