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On organizational learning

Author: Chris Argyris
Publisher: Oxford ; Malden, Mass. : Blackwell Business, 1999.
Edition/Format:   Book : English : 2nd edView all editions and formats
Database:WorldCat
Summary:
"This book is essential for anyone who needs to understand how organizations work, evolve and learn. In this new edition, Argyris discusses vital topics of current management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning." "Focusing on learning and organizational politics, the book addresses the key issues of organizational learning and Action Science;  Read more...
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Document Type: Book
All Authors / Contributors: Chris Argyris
ISBN: 0631213082 9780631213086 0631213090 9780631213093
OCLC Number: 40460132
Description: xv, 464 pages ; 25 cm
Contents: Introduction: The evolving field of organizational learning --
Organizational defenses. Making sense of limited learning --
Tacit knowledge and management --
Why individuals and organizations have difficulty in double-loop learning --
Crafting 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 economic 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 defenses against the monitoring of organization 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 defenses 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.
Responsibility: Chris Argyris.

Abstract:

Focusing on learning and organizational politics, this book addresses the key issues of: organizational learning and action science; organizational development and human resource activities; and  Read more...

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