Efnisyfirlit

• Cover
• Dedication
• Title
• Copyright
• Chapter 1: The Evolving Field of Organizational Learning and Knowledge Management
• The Field and Scope of the Handbook
• Major Sources
• Watersheds
• Future Directions
• Conclusions
• References
• Part I: Disciplinary Perspectives
• Chapter 2: Organizational Learning Viewed from a Social Learning Perspective
• Abstract
• Introduction
• Organizational Learning Based Upon Individual Learning Theory
• Social Learning Theory in Organizational Learning Literature
• Inspiration from Pragmatism
• Conclusion and Discussion
• References
• Chapter 3: Organizational Learning: The Sociology of Practice
• Abstract
• Introduction
• The Grounding of the ‘Practice-based Studies’ Label
• The Polysemy of Practice
• The Epistemology of Practice
• The Becoming of a Practice and its Stabilization
• The Theoretical Contribution Made by the Study of Practices
• The Substantive Contribution Made by the Study of Practices
• Conclusions
• References
• Chapter 4: Psychological Perspectives in Organizational Learning: A Four-Quadrant Approach
• Abstract
• Introduction
• The Four Quadrant Framework
• Emotion in Organizational Learning
• Conclusion
• References
• Chapter 5: Information Technology and the Possibilities for Knowledge Sharing
• Abstract
• Introduction
• Literature Review
• Conceptualizing Knowledge Sharing and IT
• Indicative Case Example: Knowledge Sharing in Compound UK
• Implications for Enterprise 2.0 and Knowledge Management
• Practical Implications
• Conclusion
• References
• Chapter 6: Knowledge Management: Process, Practice, and Web 2.0
• Abstract
• Introduction
• Knowledge Management in Organizations
• The Role of Web 2.0 Technologies in Support of Organizational Knowledge Management
• Summary and Conclusion
• References
• Chapter 7: Knowledge Creation in Firms
• Abstract
• Knowledge Management: Perils and Promises
• Organizational Economics: A Novel Perspective on Knowledge Management
• Knowledge Management: Organizational Economic Insights
• Conclusions
• References
• Additional Reading
• Chapter 8: A Framework for Integrating Organizational Learning, Knowledge, Capabilities, and Absorptive Capacity
• Abstract
• Introduction
• Definition of Constructs
• Definition of Boundaries
• Integrative Framework
• The Moderating Role of a Knowledge Strategy
• Conclusions and Directions for Future Research
• References
• Part II: Organizational Learning and Learning Organizations
• Chapter 9: Learning Portfolios: An Alternative to Learning Organizations
• Abstract
• Introduction
• Images of Organizations and Learning
• Contrasting Images: Implications
• FIAT Auto: Case Example of a Company’s Learning Portfolio
• Analyzing Learning Portfolios
• Learning Portfolio Management
• Investment Dimensions to Learning
• Assessing Learning Effectiveness
• Guiding Learning Portfolios: The Role of the Chief Learning Officer
• Tailoring Theory and Application
• Conclusion
• References
• Chapter 10: Intersubjectivity and Community-Building: Learning to Learn Organizationally
• Abstract
• Introduction
• Knowledge, Cognition, and Organizational Learning
• Intersubjectivity: The Key to Communities and Community Building
• From Theory to Practice: Community Building
• Discussion—Some Key Learnings from Applying the Model
• Conclusion
• References
• Chapter 11: Fads, Fashions, and the Fluidity of Knowledge
• Abstract
• Introduction
• The Success of Senge’s TLO
• TLO’s Latency Period
• Senge’s Focus
• What Research into Fads and Fashions Says About TLO’s Success
• Fluid Knowledge
• References
• Chapter 12: The Contribution of Teams to Organizational Learning
• Abstract
• Introduction
• A Review of the Team Learning Literature
• Discussion
• Conclusion
• References
• Chapter 13: Absorptive Capacity
• Abstract
• Introduction
• Origins, Definitions, and Operationalizations
• Outcomes and Antecedents
• Moderators and Absorptive Capacity as a Moderator
• Progress, Problems, and Prospects
• References
• Chapter 14: Social Identity and Organizational Learning
• Abstract
• Introduction
• Social Identity
• Organizational Learning and Social Identity
• Identity Management in the Organizational Learning Process
• New Organizational Forms, Social Identity, and Learning
• Networks, Social Identity, and Learning
• Do New Organizational Forms Threaten Social Identity and Learning?
• Conclusions
• References
• Chapter 15: Organizations, Learning, and Emotion
• Abstract
• Introduction
• Learning, Knowledge, and Emotion
• Some Perspectives on Emotions
• Organizations, Management, and Emotion
• Organizational Learning, Politics, and Emotion
• Anxiety
• Transference, Anxiety, and Defenses
• Group Emotions, Collective Dynamics, and Learning
• Criticism, Learning, and Care
• References
• Chapter 16: Subtle Learning and Organizational Identity as Enablers of Strategic Change
• Abstract
• Introduction
• The Nature of Organizational Learning
• Subtle Learning
• Organizational Identity ←⇒ Organizational Learning
• Implications
• Conclusion
• References
• Part III: Knowledge and its Management in Organizations
• Chapter 17: Dominant Logic, Knowledge Creation, and Managerial Choice
• Abstract
• Introduction
• The Nature of Dominant Logic
• Variance Suppression
• Some Future Directions for the Study of Dominant Logic
• Process Dominant Logics
• References
• Chapter 18: Informal Knowledge and Innovation
• Abstract
• Knowledge and Innovation
• Why External Knowledge?
• Informal Modes of Knowledge Acquisition
• The Stage of Organizational Innovation and Informal Knowledge
• Informal Knowledge and Innovation: Next Steps
• References
• Chapter 19: Knowledge Sharing in Organizations: The Role of Communities
• Abstract
• Introduction
• The Problem of Knowledge Sharing
• Agency in Knowledge Sharing
• The Communal Resource
• Conclusion and Research Imperatives
• References
• Chapter 20: Organizational Forgetting
• Abstract
• Introduction
• Learning Curves and Knowledge Decay
• Unlearning and Forgetting
• A Comprehensive Model of Learning and Forgetting
• Conclusions and New Avenues for Research
• References
• Chapter 21: How Should We Understand Tacit Knowledge? A Phenomenological View
• Abstract
• Introduction
• Personal Knowing, Tacit Knowledge, and Skillful Performance: A Primer in Polanyi
• Tacit Knowledge in Management Studies: The Great Misunderstanding
• Articulating Tacit Knowledge
• Conclusions
• References
• Chapter 22: Organizing Knowledge in Social, Alliance, and Organizational Networks
• Abstract
• Introduction
• Knowledge in Three Network Types
• Networks: Integrative Perspectives
• Network Capability
• Progress and Prospects
• References
• Chapter 23: Knowledge Assets, Capabilities, and the Theory of the Firm
• Abstract
• Introduction
• Knowledge Assets and Learning
• Knowledge Assets and Competitive Advantage
• A Theory of the Learning Firm
• Conclusion
• References
• Chapter 24: The Human Side of Dynamic Capabilities: a Holistic Learning Model
• Abstract
• Introduction
• A Review of the Concept
• A ‘Holistic’ Framework of Dynamic Capabilities
• Conclusions
• References
• Chapter 25: Knowledge Structures and Innovation: Useful Abstractions and Unanswered Questions
• Abstract
• Organizational Knowledge-Bases
• Three Mechanisms of Innovation Search
• Dimensions of Organizational Knowledge-Bases
• The Antecedents of Organizational Knowledge-Bases
• Unanswered Questions
• References
• Part IV: Learning and Knowledge in International Contexts
• Chapter 26: The Impact of Intercultural Communication on Global Organizational Learning
• Abstract
• Introduction
• Communication in Global Organizational Learning
• Intercultural Communication
• Intercultural Communication Barriers to Organizational Learning
• Sender-related Intercultural Communication Barriers to Organizational Learning
• Receiver-related Intercultural Communication Barriers to Organizational Learning
• Cultural Intelligence and Levels of Readiness
• References
• Chapter 27: Collaborating, Learning and Leveraging Knowledge Across Borders: A Meta-Theory of Learning
• Abstract
• Introduction
• Mapping the Collaborative Learning Field
• Collaborative Learning
• Towards A Meta-framework of Collaborative Learning
• Concluding Remarks
• References
• Chapter 28: Organizational Learning in Asia
• Abstract
• Taking Stock of Past Research
• Nonaka’s Theory of Knowledge Creation
• Towards a Pan-Asian Perspective on Organizational Learning
• Implications for Organizational Learning and Knowledge Creation
• References
• Chapter 29: Learning Across Boundaries: The Effect of Geographic Distribution
• Abstract
• Introduction
• Theoretical Framework
• Effect of Contextual Factors on Organizational Learning and Knowledge Transfer
• Future Work and Conclusion
• References
• Index
• End User License Agreement