Identity, Learning, and Decision Making in Changing Organizations
Drawing on research in management decision making and cognitive and social psychology, Schwenk shows how personal and organizational identity affect decision making, learning, and adaptation to change within organizations. His purpose: to help executive decision makers and others in the workplace adapt to the radical changes sweeping through the entire world of today's business. He explains how our personal identities are central to our self-schemas, the models we have of ourselves, and how self-schema impoverishment can occur when a single identity comes to dominate an individual. He then provides ways to attack the problem of knowledge impoverishment at the individual level, and in the larger context of the organization itself.
Schwenk's book is about the relationship between self-concepts, identities, and crucial decisions. It asks, how can we conceptualize the self and help individuals achieve collective action in organizations, in the context of a changing world? This is an enlightening, gracefully written book that articulates just how our individual identities relate to our organizations', and how, by taking this first step, we can create benefits for both.
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Organizational Identities Knowledge Structures and Decisions
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