Demystifying Organizational Learning
This book presents a solid, research-based conceptual framework that demystifies organizational learning and bridges the gap between theory and practice. Using an integrative approach, authors Raanan Lipshitz, Victor Friedman and Micha Popper provide practitioners and researchers with tools for understanding organizational learning under real-world conditions.
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Part II The MultiFacet Model
Chapter 2 Organizational Learning Mechanisms
The Key to Productive Learning
Chapter 4 The Psychological Basis of Productive Learning
Chapter 5 The Context of Organizational Learning
Chapter 6 Organizational Learning and Managerial Channels of Influence
Chapter 7 The Dissemination of Knowledge
Part III Applying the Model
Postflight Reviews in the Israeli Air Force
About the Authors
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action action science after-action reviews agent OLMs behavior best practice British Petroleum Chaparral Steel Chapter commitment communities of practice concept consultants context creating cultural norms debriefing Demystifying discussion effective employees environment error example experience facet facilitator factors focus Friedman functions goals Hewlett-Packard implementation important improve individual inquiry integrity intervention involved Israel Defense Force issue orientation Johnsonville Foods KM Initiative knowl knowledge creation knowledge dissemination knowledge management leadership learning culture learning organization learning process learning team Leonard-Barton lessons learned Lipshitz mental models Motorola multi-facet model mystification nizational OL/KM one’s operations orga organization’s organizational culture organizational learning mechanisms organizational members participants performance pilots policies postflight reviews problem productive learning program theory psychological safety requires role Royal Dutch Shell situation skills social specific strategy structure tacit knowledge task Teacher tion tional learning transparency trust uncertainty unit’s units workers zational