On Organizational Learning

ISBN-10: 0631213090
ISBN-13: 9780631213093
Edition: 2nd 1999 (Revised)
Authors: Chris Argyris
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Description: This study provides an understanding of how organizations work, evolve and learn. It discusses topics of current management research, such as tacit knowledge and management and considers the evolving field of organizational learning.

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Book details

List price: $72.95
Edition: 2nd
Copyright year: 1999
Publisher: John Wiley & Sons, Incorporated
Publication date: 6/18/1999
Binding: Paperback
Pages: 480
Size: 7.00" wide x 9.75" long x 1.00" tall
Weight: 1.540
Language: English

This study provides an understanding of how organizations work, evolve and learn. It discusses topics of current management research, such as tacit knowledge and management and considers the evolving field of organizational learning.

Chris Argyris was born in 1923. He holds an A.B in psychology from Clark University, an M.A. in psychology and economics from Kansas University, and a Ph.D in organizational behavior from Cornell University. He has taught at Yale University and at Harvard, where he currently is the James Bryand Conent professor in the graduate schools of business administration and education. Argyris has written more than 20 books that aspire to enable readers to create organizations and deal with management and the changing face of the corporate world. Organizational Learning II : Theory, Method and Practice, Overcoming Organizational Defenses, and Integrating the Individual and the Organization are a few of his more notable titles.

List of figures
List of tables
Acknowledgments
Preface
Introduction: The Evolving Field of Organizational Learning
Organizational Defences
Making Sense of Limited Learning
Tacit Knowledge and Management
Why Individuals and Organizations Have Difficulty in Double-Loop Learning
Creating a Theory of Practice: The Case of Organizational Paradoxes
Today's Problems with Tomorrow's Organizations
Teaching Smart People How to Learn
A Leadership Dilemma: Skilled Incompetence
Inhibiting Organizational Learning and Effectiveness
Organizational Learning and Management Information Systems
Strategy Implementation: An Experiment in Learning
How Strategy Professionals Deal with Threat: Individual and Organizational
The Dilemma of Implementing Controls: The Case of Managerial Accounting
Human Problems with Budgets
Bridging Economics and Psychology: The Case of the Economics Theory of the Firm
The Counterproductive Consequences of Organizational Development and Human Resource Activities
Good Communication That Blocks Learning
Reasoning, Action Strategies, and Defensive Routines: The Case of OD Practitioners
Inappropriate Defences Against The Monitoring of Organizational Development Practice
Do Personal Growth Laboratories Represent an Alternative Culture?
The Inhibition of Valid and Usable Information from the Correct Use of Normal Science
Actionable Knowledge: Design Causality in the Service of Consequential Theory
Field Theory as a Basis for Scholarly Consulting
Unrecognized Defences of Scholars; Impact on Theory and Research
Seeking Truth and Actionable Knowledge: How the Scientific Method Inhibits Both
Problems and New Directions for Industrial Psychology
The Incompleteness of Social-Psychological Theory: Examples from Small Group, Cognitive Consistency, and Attribution Research
Dangers in Applying Results from Experimental Social Psychology
Making Knowledge More Relevant to Practice: Maps for Action
Participatory Action Research and Action Science Compared
Some Unintended Consequences of Rigorous Research
Index

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