Organizational Learning: A Theory of Action Perspective, Volume 1
Addison-Wesley Publishing Company, 1978 - Business & Economics - 344 pages
Organizational Learning II: Theory, Method, and Practice expands and updates the ideas and concepts of the authors' ground-breaking first book. Offering fresh innovations, strategies, and concise explanations of long-held theories, this book includes new alternatives for practitioners and researchers. Argyris and Schon address the four principle questions which cut across the two branches of the field of organizational learning. Why is an organization a learning venue? Are real-world organizations capable of learning? What kinds of learning are desirable? How can organizations develop their capability for desirable kinds of learning? With new examples and the most up-to-date information on the technical aspects of organization and management theory, Argyris and Schon demonstrate how the research and practice of organizational learning can be incorporated in today's business environment.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Introduction The Organization of the Book
A Framework for Organizational Learning
What Facilitates or Inhibits Organizational Learning?
9 other sections not shown
Other editions - View all
able achieve activities approach asked assumptions attempt aware become begin behavior believe Board Carlos clients Company confront consequences consultant continually corporate correct create criteria decision described dialectic difficult discussion division double-loop learning effective environment error espoused example executives existing experience faculty feelings function give given Hence important increase individuals inhibiting inquiry Institute interaction intervention interventionists invent issues kinds lead learning system limited loops means meeting Model norms O-I learning O-II organization organizational learning participants performance perspective policies possible predict present presidents primary probability problem produce protect questions relationships requirements responsibility result sense situation staff strategies structure subordinates suggest surface task tend theories-in-use theory of action theory-in-use tion turn views